TOWER Limited Leading light For personal use only Limited Leading light For personal use only Annual...

TOWER Limited

Leading lightAnnual report 2014

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Highlights and achievements

Full replacement house insurance for fire

Customer satisfaction Net Promoter Scorelifts to 29

Aon Hewitt staff survey increased22.4% to 60

Additional reinsurance programme to reduce earnings volatility

Sale of TOWER Life (N.Z.) Limited completed

releasing $36 million

SmartDriver Innovation of the year

April 2014 launched

October 2014 launched

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Underlying General Insurance net profit up

32.3% to $25.1 million

Gross written premium up


Canterbury rebuild progress

88% of claims settled as at 30 September 2014

New on-market buyback announced of up to

$34 million(or 10% of issued capital, whichever is lower)

Pacific Underlying NPAT up


2014 final dividend up

33.3% to 8.0 cps(unimputed)

2014 full year dividend up

31.8% to 14.5 cps (unimputed)

Capital returned to shareholders of

$56.7 million

Well capitalised General Insurance business with

$75 millionin capital above solvency requirements plus

$66 millionin cash held by corporate entities

Minimum Solvency Margin requirement reduced by

$30 million

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Following our multi-year corporate restructure and the divestment of the health, life and investments businesses, TOWER is a focused general insurer offering an attractive, independent alternative to the big international brands.

The divestment programme has realised significant value, with

$56.7 million returned to shareholders via buybacks and all

of the company’s debt repaid. The process has established a

more efficient and agile business with the resources to take full

advantage of opportunities for growth in New Zealand and Pacific

general insurance.

I am pleased to report that your company achieved a net profit

after tax (NPAT) of $23.6 million for the year ended 30 September

2014 and a strong increase in general insurance underlying profit.

The result reflects an improving industry backdrop and solid

progress in executing our strategy to be the leading light in New

Zealand and Pacific general insurance.

It is particularly encouraging that general insurance underlying

profit,1 which represents the continuing business, grew 32.3% to

$25.1 million in FY2014.

You may also have noticed that we have achieved some success

in increasing the profile of our brand, launching innovative

insurance products and improving customer service. These are

all important parts of our general insurance growth strategy. The

highlights for FY2014 included an encouraging 79.1% increase in

underlying net profit from the Pacific, which we see as a growth

engine for the company.

TOWER also achieved solid progress on the Canterbury rebuild

while further asset sales and prudent capital management have

also supported shareholder returns.

Helping the people of Canterbury rebuild remains an important

focus for the company and TOWER remains an industry leader in

claims resolution, reaching 88% of claims settled and closed at 30

September 2014. TOWER remains on track to achieve 95% by

end of calendar year 2015.

We are working hard to resolve our remaining claims and get our

customers back in their homes as quickly as possible.

The earthquakes and the global financial crisis have contributed to

higher reinsurance costs in recent years that have been reflected

in insurance premiums. While reinsurance costs are now easing,

they remain high relative to premiums. In addition, several years

of unusually high weather claims and the increasing compliance

burden have further added to industry costs.

Through sensible control of risk and capital and the

implementation of our growth strategy, we are well positioned

to manage these industry pressures and take advantage of the

significant opportunities to build shareholder value and maintain a

strong solvency position.

Our sturdy capital position has allowed the return of $56.7 million

to shareholders through buybacks in January and September

2014. The September buyback gave shareholders with small

holdings a cost-effective way to sell their shares.

Our shareholders have indicated that dividends remain an

important component of shareholder returns. The Board continues

the policy to pay out 90 to 100% of NPAT as dividends.

In line with this policy TOWER’s Board declared a final dividend for

FY2014 of 8.0 cents per share unimputed. This brought the full

year dividend to 14.5 cents per share, which compares favourably

with 11.0 cents unimputed in the previous year. The dividend will

be paid on 3 February 2015 to shareholders on the register on 22

January 2015 (record date).

Given our capital position, TOWER intends to undertake a further

on-market share buyback of up to $34 million (or 10% of issued

capital, whichever is lower) over the next 12 months.

The Board is always looking to ensure it has the appropriate

mix of experience and skills to continue to build shareholder

value. During the year the Board was pleased to welcome a new

director, Rebecca Dee-Bradbury, who will stand for election at

the 2015 Annual Shareholders’ Meeting. Ms Dee-Bradbury’s

extensive marketing experience and demonstrated track record

in transformational leadership bring a new dimension to the

TOWER Board.

Mike Allen retired by rotation at the 2014 Annual Shareholders’

Meeting and did not seek re-election. Mike’s extensive

management background and focus on shareholder value has

Building shareholder value

Chairman’s report on behalf of directors Michael Stiassny

1. General insurance underlying profit excludes the impact of the Christchurch earthquakes, the revaluation of Australian liabilities and the gains or losses from the sale of businesses.

TOWER Limited – Leading light – annual report 20144

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made him a valuable asset to the Board and I thank him for his

contribution. Mike Jefferies also retired by rotation and did not

seek re-election after seven years of dedicated Board service.

Mike offered extensive support to senior management and

consistently focused on building value for shareholders. I thank

Mike for his contribution.

On behalf of your Directors, I acknowledge the hard work and

commitment of all our staff over the past 12 months. I thank

CEO David Hancock for his dedication and strong leadership in

establishing and executing a strategy for realising our potential in

general insurance and enhancing shareholder value. The TOWER

team has worked very hard to strengthen this business for the

long-term.

Finally, I thank our customers, shareholders and business partners

for their continued loyalty and support.

“ Through sensible control of risk and capital and the implementation of our growth strategy, we are well positioned to manage these industry pressures and take advantage of the significant opportunities to build shareholder value and maintain a strong solvency position.”

Michael Stiassny Chairman

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strengtheningthe business

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PerformanceTOWER has come through a period of significant change to be

a stronger, more focused and well-capitalised business that is

positioned to grow as a specialist general insurer in New Zealand

and the Pacific.

Our financial results are particularly encouraging given that the

benefits of the work we are doing are yet to be fully realised and

reflected in financial measures. This bodes well for future revenue,

costs and shareholder returns.

The underlying general insurance net profit after tax of $25.1

million in FY2014, up 32.3%, highlights the healthy rate of earnings

growth in our continuing general insurance business and supports

our decision to focus on this sector. These numbers were aided by

6.6% growth in Gross Written Premium (GWP), reflecting premium

increases across the industry.

While reported Group NPAT declined 31.3% from $34.4 million in

FY2013 to $23.6 million in FY2014, profit in the previous year was

higher due to the inclusion of earnings from businesses we have

since divested as well as several abnormal items. The divestments

have allowed a significant reduction in the capital employed in the

business and, as the Chairman notes, much of which has been

returned to shareholders.

The growth in underlying general insurance profit was especially

heartening given significant adverse weather events that continued

to impact claims activity across the industry. Large claim events cost

$14.4 million in FY2014, up from $9.6 million in the previous year.

New reinsurance cover in place from 1 October 2014, which

covers multiple large events (excluding New Zealand earthquakes)

from $1 million up to $5 million per event, will reduce future

earnings volatility.

During the year, we continued to focus on our strategic pillars

of financial performance, customer satisfaction and staff

engagement. These are early days, but our focus on customer

service, product innovation, people and cost management is

beginning to deliver results, which should support our underlying

performance over the medium term.

Our brand recognition, net promoter score and staff engagement

measures have improved markedly in the last 12 months. This

is expected to help us further unlock the potential of our general

insurance brand in New Zealand and the Pacific.

General Insurance 2014 2013 Movement %

Reported

Gross Written Premium (GWP) ($m) 297.6 279.3 6.6%

General Insurance Reported NPAT ($m)1 24.3 (3.3) -

Underlying

Underwriting profit ($m) 23.7 25.4 -6.6%

General insurance Underlying NPAT ($m)2 25.1 19.0 32.3%

Claims ratio (%) 50.8% 50.6% 20bp

Combined ratio (%) 90.0% 88.4% 160bp

Group

Reported NPAT ($m) 23.6 34.4 -31.3%

EPS (c)3 11.3 0.1 -

DPS (c) 14.5 11.0 31.8%

Customer focused

Business review David Hancock

1. General Insurance Reported NPAT, excluding the TOWER Life (N.Z.) Limited business and the loss of sale in 2014.

2. General Insurance Underlying NPAT excludes impact of the Canterbury earthquakes and the discontinuation of the Australian business.

3. Includes profit attributable to shareholders from continuing operations only, including the impact of Canterbury earthquakes.TOWER Limited – Leading light – annual report 20146

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General Insurance 2014 2013 Movement %

Reported

Gross Written Premium (GWP) ($m) 297.6 279.3 6.6%

General Insurance Reported NPAT ($m)1 24.3 (3.3) -

Underlying

Underwriting profit ($m) 23.7 25.4 -6.6%

General insurance Underlying NPAT ($m)2 25.1 19.0 32.3%

Claims ratio (%) 50.8% 50.6% 20bp

Combined ratio (%) 90.0% 88.4% 160bp

Group

Reported NPAT ($m) 23.6 34.4 -31.3%

EPS (c)3 11.3 0.1 -

DPS (c) 14.5 11.0 31.8%

Strong responses to our new SmartDriver app, which provides

motor vehicle insurance premium discounts to safe drivers, and

our decision to offer full replacement cover for homes destroyed

by fire, highlight our ability to provide innovative products by

leveraging technology and carefully managing risk.

We are working over the medium term toward a significant

improvement in our expense ratios through the implementation of

new customer management systems and processes. At the same

time we are investing in people to drive a high performance culture

and further operating efficiencies. Our focus on staff engagement

and efficiency has led to a significant increase in key engagement

indicators in FY2014.

The Pacific business enjoyed a strong rebound in earnings

following the devastation of Cyclone Evan in FY2013 and now

represents almost a third of underlying general insurance net profit.

We are exploring opportunities to further expand our presence in

the Pacific which represents growth opportunities aligned to our

core strength and competencies.

We are looking to take advantage of industry consolidation and

rationalisation by working with reinsurers to develop new products

and to differentiate our offer through innovation and technology.

We are also working hard to broaden the strong portfolio of

alliance relationships to enhance our distribution channels.

We have made pleasing progress on the Canterbury rebuild,

reaching 88% of all claims settled and closed for customers as at

30 September 2014, up from 81% at the half year. As part of the

Reserve Bank of New Zealand’s annual review in August 2014

the required solvency margin was reduced by $30 million.

In August 2014 we were pleased to complete the sale of the

remaining life insurance business, TOWER Life (N.Z.) Limited,

for $36 million1. We thank our employees for their hard work in

support of this business and the customers who insured with us.

Prudent capital management remains a key component of our

approach to growing shareholder value. In addition to increased

dividends, we returned $56.7 million to shareholders in FY2014

via share buybacks and repaid $81.8 million in bonds, enabling

us to become debt free.

TOWER remains a well capitalised business and, prior to the

$34 million on-market buyback proposed for 2015, General

Insurance holds $75 million in capital over and above the

minimum regulatory solvency requirements, plus $66 million cash

held by corporate entities.

1. This excluded purchase price adjustment at completion of $1.7 million.

realisingour potential

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Group profit summaryGroup net profit after tax was $23.6 million in FY2014, a decrease

of 31.3% on the prior year due to profit from now discontinued

business units and profit from the disposal of businesses boosting

the result in FY2013.

General Insurance contributed $25.1 million net profit after tax in

FY2014, an increase of 32.3% on the prior year, while TOWER Life

(N.Z.) Limited contributed $5.7 million for part of the year.

Group corporate financing costs and investment income

decreased in FY2014 due to a reduction in interest expense

following the repayment of $81.8 million bonds in April 2014.

Abnormal items reduced reported net profit after tax by $3.8

million in FY2014, primarily due to the sale of TOWER Life (N.Z.)

Limited in August 2014, compared to abnormal gains of $14.7

million (excluding the discount rate effect of $9.0 million) in the

prior year due to the profits on sale of investments and health

businesses, offset by IT systems write-down, loss of non-

participating life business, impact of Canterbury earthquakes and

sale of Australian liabilities.

General InsuranceIn General Insurance, GWP increased 6.6% on the prior year to

$297.6 million, supported by premium growth which reflected

earlier rises in reinsurance costs. Stabilised reinsurance costs

allowed for net earned premiums (NEP) to increase 8.1% on

the prior year to $237.1 million,3 primarily due to premium rate

increases.

Total claims were $120.5 million4 in FY2014 compared to $110.9

million4 in FY2013, including large claim events of $14.4 million in

FY2014 compared with $9.6 million in FY2013. Large claim events

in New Zealand increased in the year, primarily due to storms

and severe weather over Easter and in June / July. The Insurance

Council of New Zealand noted that “This year is heading to be one

of the most expensive years for insured losses” (September 2014).

$ million 2014 2013 Movement $m Movement %

General Insurance 25.1 19.0 6.1 32.3%

Life1 5.7 12.0 (6.3) -52.6%

Health 0.0 0.9 (0.9) -100.0%

Investments 0.0 4.0 (4.0) -100.0%

Business unit net profit after tax 30.8 35.9 (5.1) -14.2%

Corporate financing costs and investment income (1.1) (3.9) 2.7 -70.9%

Corporate expenses (2.3) (3.3) 1.1 -32.0%

Profit excluding the impact of discount rate and abnormal items

27.4 28.7 (1.3) -4.5%

Discount rate effect 0.0 (9.0) 9.0 -100.0%

(Loss)/Profit on disposal of subsidiaries (3.0) 37.0 (40.0) -108.0%

Impact of Canterbury earthquakes (0.1) (15.2) 15.1 -99.9%

Revaluation of Australian liabilities and foreign exchange loss (0.7) (7.1) 6.4 -90.0%

Reported net profit after tax2 23.6 34.4 (10.8) -31.3%

1. Life includes profits from significant part of life business sold in FY13, and the remaining TOWER Life (N.Z.) Limited sold in FY14.

2. A number of items are classified as discontinued operations in the Group financial statements.

3. The above NEP excludes the impact of Canterbury earthquakes.

4. Total claims excludes claims handling expense and Canterbury earthquake claims that have been classified differently within the financial statements. TOWER Limited – Leading light – annual report 20148

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$ million 2014 2013 Movement $m Movement %

Gross earned premiums 285.1 267.2 17.9 6.7%

Reinsurance (48.0) (47.9) (0.1) 0.2%

Net premiums 237.1 219.3 17.8 8.1%

Net incurred claims (106.1) (101.3) (4.8) 4.7%

Large claim events1 (14.4) (9.6) (4.8) 49.5%

Management and sales expenses (92.9) (83.0) (9.9) 12.0%

Underwriting profit 23.7 25.4 (1.7) -6.6%

Investment revenue 11.5 8.1 3.4 41.9%

Underlying Profit before tax 35.2 33.5 1.7 5.2%

Income tax expense (10.1) (14.5) 4.4 -30.4%

Underlying Profit (loss) after tax 25.1 19.0 6.1 32.3%

Impact of Canterbury earthquakes (0.1) (15.2) 15.1 -99.2%

Revaluation of Australian liabilities and foreign exchange loss3 (0.7) (7.1) 6.4 -90.0%

Profit (loss) after tax 24.3 (3.3) 27.6 -

Despite these pressures, our claims ratio was maintained at 50.8%

(up slightly from 50.6% in FY2013). Excluding the impact of large

claim events, our claims ratio actually improved from 46.2% to

44.8% in FY2014. Nonetheless, large claims events impacted

general insurance underwriting profit before tax, which decreased

6.6% to $23.7 million compared to the prior year.

Importantly, new reinsurance cover in place from 1 October 2014

covering large events (excluding New Zealand earthquakes) from $1

million up to $5 million per event, will reduce future earnings volatility.

The underlying expense ratio (management expenses and

commissions relative to NEP) increased from 37.8% to 39.2% in

FY2014 as we invested in brand, new products and systems to

promote future growth. With the corporate restructure, a larger

proportion of previously shared expenses are now allocated to

the General Insurance business. We continue to focus on staff

engagement, efficiency and the appropriate cost structure to

support future growth.

Investment revenue increased 41.9% to $11.5 million in FY2014

primarily due to increased average cash and investment assets

held by General Insurance.

TOWER’s average tax rate for the General Insurance business

in FY2014 was 28.6%. The rate reflects the average of the New

Zealand and Pacific Islands corporate rates after taking into

account foreign tax credits arising from transactions with the

Pacific subsidiaries. The rate decreased from 43.3% in FY2013

as TOWER Insurance Limited is now able to benefit from certain

foreign tax credits.

TOWER holds an estimated 4.6% share of the New Zealand

general insurance market, placing us fourth in the market. More

important is our position in the key personal lines market, with

shares of 10.8% in home, 9.8% in contents and 6.3% in motor

lines. We hold a substantial position in these markets, giving us a

promising opportunity to further leverage our advantages and grow

market share.

1. Large claim events are those greater than $1m. 2013 large claim events included $2.8m claims due to Cyclone Evan in the Pacific. 2014 large claim events were due to the storms within New Zealand.

2. In the Group financial statements the impacts of the Canterbury earthquakes are accounted for as part of claims expense and the tax impact thereon, and include both an increase in the provision for claims and actual claims expense, plus an amount associated with reinsurance.

3. In the Group financial statements the revaluation and foreign exchange impact of Australian liabilities are accounted for as part of (loss)/profit from discontinued operations. 9

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TOWER has nearly 492,000 policies and 264,000 customers

in New Zealand and seven Pacific territories through our direct

business and alliance partnerships.

Customer service to unlock brand potential

We continue to utilise technology to lower costs and improve our

value proposition. We are seeking to grow share in personal lines

through a customer-focused culture. We are introducing better

products, improved risk-based pricing, lower costs and better

customer service to position us for growth in General Insurance via

direct channels and through alliances and distribution agreements.

The Net Promoter Score (NPS) measures if customers are likely to

recommend us. ‘Promoters’ will generally hold more policies with

us, hold higher value policies, and stay with us longer. Since we

began our focus on customer feedback to drive our service culture

the company’s NPS has increased from 6 in November 2013 to 29

in September 2014. Our ‘Voice of the Customer’ portal has been

an important enabler, allowing us to capture feedback and further

improve the customer experience.

We are building a culture that delivers on our customer promise of

an ‘easy, caring, and individual’ relationship with our customers.

Our four principles are:

� Interactions are an opportunity to engage and build a

relationship

� Greater focus on customer retention

� Internal processes reflect customer needs, particularly in claims

� A new customer service model that reflects the full customer

experience

We have undertaken a number of activities during the year to

strengthen our position as a leading insurer that has been looking

out for New Zealanders and Pacific Islanders for more than 140

years. There has been a very positive response to our brand

campaign that has been reflected in meaningful increases in

preference, brand recognition and awareness.

We are utilising technology to gain a deeper and richer

understanding of our customers, which helps us more

accurately identify our key market segments. This improves our

understanding of the growth opportunities that these segments

offer for our direct, digital and alliance businesses.

The launch of the SmartDriver app in April 2014 represented a

major change in how we interact with customers. SmartDriver

monitors customer driving behaviour and allows us to offer a

premium reflecting this metric. Customers who demonstrate better

driving behaviour can be rewarded by insurance discounts of up

to 20%.

This technological advance won ‘Innovation of the Year’ at the

New Zealand Insurance Industry Awards 2014.

We continue to focus on technology to improve our connections

with customers.

We are also driving important innovations on the claims side, and

in October 2014 successfully launched full replacement for fire

benefit for homes destroyed by fire.

Staff engagement and efficiency

We continue to improve staff engagement which is reflected in our

Aon Hewitt staff survey score increasing 22.4% to 60 in the 12

months to October 2014. We are working hard to reach our next

milestone of 65. Personal development, career path management,

succession planning and investment in senior leadership are

important features of our approach.

During the year special focus has also been placed on enhancing

staff efficiency and productivity. Specific initiatives include the

new customer service ‘incubator’ (combining service, sales and

claims staff to create a seamless experience for customers), the

introduction of Lean Six Sigma to optimise efficiency and business

processes and further investment in staff development and

training.

PacificThe Pacific Islands is a significant and important business,

accounting for 18.1% of GWP and 32.6% of General Insurance

underlying NPAT in FY2014. In local currencies, GWP increased

across the region, although Pacific GWP decreased marginally

in NZD to $53.9 million, due to currency effects. NPAT from the

Pacific increased 79.1% to $8.2 million. Results were affected

in FY2013 by Cyclone Evan in Fiji and Samoa and by increased

withholding tax expenses. Policy numbers in the region grew an

encouraging 6.6% in FY2014 supported by favourable economic

fundamentals and our efforts to grow the business.


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Papua New Guinea and Fiji together represent 63% of Pacific

GWP in FY2014. TOWER’s National Pacific Insurance business

operating in Samoa, American Samoa and Tonga represents a

further 21% of GWP. Operations in the Cook Islands and Solomon

Islands contribute the remaining 16%.

We undertook key branding and marketing campaigns in FY2014,

including TV advertising and online campaigns in Fiji and an arson

prevention campaign in the Cook Islands. The online strategy in

Fiji is now driving up to 20% of direct lead generation. We have

been working for some time on the Cook Islands community-

oriented arson prevention campaign with a number of experts

and Government representatives including the Prime Minister

of the Cook Islands Henry Puna and the Cook Islands Police

Commissioner.

Customer satisfaction is high in the Pacific, with NPS reaching 48

in September 2014. Our local staff are highly engaged with the

business and customers.

We are utilising our strong brand, alliances and expertise to seek

out growth opportunities as a direct insurance provider. With

appropriate risk management and underwriting policies in place,

we believe there are further opportunities aligned to our core

strength and competencies.

Canterbury rebuildWe continue to be a leader in the industry in our settlement of

Canterbury earthquake claims, with 88% of all claims now settled

and closed (as at September 2014), up from 81% at the half

year. We are dedicated to resolving the outstanding claims and

providing certainty to our customers through:

� Ensuring all customers who want TOWER to manage the rebuild

or repair of their house are in the construction programme

� Resolving the last of the Earthquake Commission out-of-scope

claims

� Working closely with builders and sub traders to ensure work is

completed to schedule

� Ensuring multi-unit building customers clearly understand their

settlement options.

TOWER continues to support the Residential Advisory Service to

resolve claims where customers need independent advice on their

claim.

Members of the Executive Leadership Team regularly visit

Canterbury to talk to affected customers and view first-hand the

recovery programme progress. The Board takes a very keen

interest in our programme of work. TOWER reviews its earthquake

provisions on a quarterly basis. Our most recent actuarial valuation

confirmed that there is no change required to the key February

2011 event provisions for earthquake claims.

We are on track to achieve 95% settlement and closure of all

earthquake related claims by the end of calendar year 2015, with a

small tail of more complex claims remaining in progress.

Solvency and capital managementTOWER has a long term policy of retaining within its licensed General

Insurance entity 175% of the minimum solvency capital (MSC)

required under the Insurance (Prudential Supervision) Act 2010.

In August 2014, as part of its annual review, the Reserve Bank of

New Zealand released $30 million of TOWER’s Minimum Solvency

Margin (MSM), which now sits at $50 million. At 30 September

2014 our MSC was $74.6 million.

Capital held by TOWER was $141 million as at 30 September

2014 (made up of $75 million General Insurance solvency above

the regulatory minimum solvency, plus $66 million of cash held at

corporate level). As at 30 September 2014, TOWER held $380.5

million of cash and investments and is debt free.

TOWER paid $56.7 million in capital returns to shareholders in

FY2014, including $52.6 million through an off-market voluntary

share buyback in January 2014 and $4.1 million through a small

shareholder buyback scheme in September 2014.

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Strategy and outlookTOWER aims to deliver attractive shareholder returns by growing

a general insurance business that is seen as a leading light in

New Zealand and the Pacific Islands. We have three pillars on

which we have constructed the General Insurance strategy: staff

engagement, customer satisfaction and financial performance.

TOWER’s approach to building shareholder value seeks to:

� Drive growth and efficiency through staff engagement

� Unlock significant brand potential through customer service

� Maintain a leading position in attractive Pacific markets

� Deliver financial performance

� Efficiently manage risk and capital for better returns

� Capitalise on the opportunities presented by industry

consolidation.

Industry outlook

For the industry, growth in reinsurance premiums is easing

following the Canterbury earthquakes, but both the cost of

compliance and capital requirements have increased. Adverse

weather events have been an issue for industry costs in recent

years and this, as well as rising compliance costs, may further

support premiums.

Technological change will continue to have a significant impact on

the industry, presenting opportunities to improve our service and

offering. Customers are highly informed and mobile, with price and

service key drivers of choice.

Industry consolidation is expected to remain a trend in New

Zealand insurance. TOWER will look to actively participate in this

where there is benefit to shareholders. However, with industry

concentration increasing, the risk of new entrants remains.


TOWER is looking to build on the improvements made to its

operating platform and customer culture in FY2014. The current

expense ratio of 39.2% compares with best practice of 33%. New

technology is expected to support an improvement in expense

ratios in the medium term and top line growth should further assist.

An engaged, energised and productive staff is an important

element of our customer and efficiency strategy. We are looking

to make further significant improvements to staff engagement in

FY2015. Our goal is to lift the key indicator of engagement, the

Aon Hewitt score, to 65.

Industry consolidation transactions, such as those seen in the last

12 months, provide opportunities to improve our organisational

expertise and skills as the mobility of workers in the industry

increases. We have continued to add to our staff talent pool in

FY2014 at all levels of TOWER and will continue to look to improve

our mix of experience and diversity as an enabler of our general

insurance strategy to build shareholder value.

Customer focus and brand

We have seen substantial improvements in customer satisfaction

in the last 12 months with our NPS reaching 29 in September

2014. Our goal is to continue the fundamental improvements in our

business to further improve our NPS rating to 35 in FY2015.

We believe that greater industry concentration has the potential to

constrain innovation as major players fail to recognise and respond

to shifts in customer behaviour. One of the key drivers of these

shifts remains technology.

Customer benefit and product innovation supported our branding

and product offering in FY2014 with the release of the SmartDriver

app and the introduction of our full replacement for fire benefit.

We have utilised technology and risk management to introduce

products that offer excellent value and address consumer needs.

These products are expected in the medium term to improve our

brand, grow our customer base, reduce our costs and enhance

risk management. We will continue to look for opportunities to

innovate with new products in FY2015 to unlock the significant

potential of our well-established brand.


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Leadership in the Pacific

In FY2015, we are looking to build on our strong market positions

and invest in technology and branding campaigns to reignite

growth in policy numbers in our major established markets.

We are also looking at new opportunities to expand our presence

in the Pacific, utilising our capital efficiently in the region to support

this growth.

Management of risk and capital

The solid result for the year was encouraging given the significant

adverse weather events that continued to impact claims activity

across the industry. Large claim events cost $14.4 million in

FY2014, up from $9.6 million in the previous year.

The reinsurance ratio improved from 17.2% to 16.2% in FY2014

as GWP growth exceeded reinsurance costs growth. As

reinsurance rates eased we took the opportunity to increase

the level of reinsurance cover while maintaining the level of

reinsurance spending.

From 1 October 2014, TOWER has purchased new reinsurance

cover for large events (excluding New Zealand earthquakes) from

$1 million up to $5 million per event. Once such large events reach

a total cost of $5 million we have reinsurance recovery of $10 million

above the $5 million excess. If TOWER had this level of cover in

place in FY2014 our large claim events exposure would have been

capped at $5 million compared to the actual cost of $14.4 million.

TOWER has also purchased additional catastrophe cover, now

at $682 million, with a $10 million excess. Maximum retention

per individual risk is now NZ$1 million (US$1 million for American

Samoa).

The shift in reinsurance markets has enabled us to significantly

de-risk the General Insurance business, reducing our exposure

to volatile large claim events. In FY2015, we will continue to

examine ways to build shareholder value through improved risk

management.

Management of risk and capital

Industry consolidation

opportunity


Customer focus tounlock brand potential

Leadership in Pacific markets

Financial performance

Outcomes

Key enablers

Strategic pillars

in New Zealandleading light

The

general insurance

Financial

Staffengagement

Customersatisfaction

performance

bundlingProduct channels

Direct + alliance

Value-addedservices

efficienciesCapital

Datainsights

Vision

ReturnsShareholder

AonHewitt survey

Net promoter score

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We are on track to achieve 95% settlement and closure of all

earthquake related claims by the end of 2015, with a small tail

of more complex claims remaining in progress. This provides the

opportunity for further capital review and release from the RBNZ

solvency requirement.

TOWER remains a well-capitalised company with $141 million in

capital (made up of $75 million General Insurance solvency above

the regulatory minimum solvency, plus $66 million of cash held at

corporate level) even after returning $56.7 million to shareholders

through share buybacks in FY2014.

Our 90-100% NPAT payout policy has provided further growth in

shareholder returns through increased dividends.

TOWER intends to proceed with an on-market buyback of shares

to return up to $34 million to shareholders (or 10% of TOWER’s

issued capital, whichever is lower). The buyback is anticipated to

commence in the first quarter of calendar year 2015.

Details of the buyback will be announced on the NZX and ASX

and a disclosure document sent to all shareholders once the final

timetable for the buyback is approved by the Board.

Ongoing capital management remains a priority for TOWER

and shareholder returns continue to be one of our key strategic

outcomes. TOWER expects to undertake further capital

management initiatives, having regard to our requirements for

capital to fund growth and meet internal requirements.

Industry consolidation opportunities

Recent merger and acquisition activity highlights the value of

TOWER’s general insurance business.

TOWER is well positioned to take advantage of the distraction

these events create among the large insurance players, which

opens opportunities for our business. In particular, new distribution

channels coming to the market provide the opportunity to align

with new partners. Progress is being made with potential alliance

partners.

The restructuring of large insurance companies have also allowed

us to tap into a pool of world class talent and leadership.

“ These are early days in the implementation of our strategy but over the coming years we are expecting to see our hard work delivering growth, lower costs and continued attractive shareholder returns.”

David Hancock Chief Executive Officer

Conclusion

I hope we have demonstrated what a busy and productive FY2014

was for everyone at TOWER. It has been a period of significant change

at the corporate and business level but as a result we have a more

focused, nimble and stronger company. TOWER is in a great position

to take advantage of the opportunities we see for growing shareholder

returns as a leader in New Zealand and Pacific general insurance.

These are early days in the implementation of our strategy but over the

coming years we are expecting to see our hard work delivering growth,

lower costs and continued attractive shareholder returns. All the while

we will be looking to utilise strong management of risk and capital to

support these strategic aims and drive shareholder value.

Over time this will support the continued recognition of the value of

our quality general insurance business and the people that make it

great. I would like to acknowledge the hard work and commitment

shown during the year by the leadership team and all of our staff in

New Zealand and the Pacific. I would also like to thank the Board for

its invaluable advice and support.

Finally, I thank our customers for giving us the opportunity to deliver

insurance products and services they value and helping make

TOWER even stronger.


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Michael Stiassny LLB, BCom, CA, CFInstD Chairman Independent

Appointed Director: 12 October 2012

Last Re-elected: 2013

Appointed Chairman: 21 March 2013

Member of Audit and Risk Committee

Chair of Remuneration and Appointments Committee

Michael is a chartered accountant and senior partner of KordaMentha, based in Auckland, which specialises in financial consulting work. He has both a Commerce and Law degree from the University of Auckland. He is currently Chairman of Vector Limited, Chairman of Ngati Whatua Orakei Whai Rawa Limited, a Director of NZ Windfarms Limited, and is a director of a number of other companies. Michael is Vice President and a Chartered Fellow of the Institute of Directors in New Zealand (Inc).

Michael resides in Auckland, New Zealand.

David Hancock BBus, GAICD Executive Director

Appointed Non-Executive Director: 16 November 2012


Appointed Executive Director: 2 July 2013

David has over 25 years of broad experience in financial services. This experience includes being a former Executive General Manager at the Commonwealth Bank of Australia, with a variety of roles including capital markets, fixed income and equities. He held several board positions at the bank including Commonwealth Securities (ComSec), as well as external professional board positions. Prior to that he served in roles at JPMorgan where he was a Managing Director with responsibilities in New Zealand, Australia and Asia across various operations. David was the Interim Chief Executive Officer at Firstfolio Limited, an Australian listed financial services company. He was appointed Chief Executive Officer and Executive Director of TOWER in July 2013 and is also a Director of the Insurance Council of New Zealand.

David resides in Auckland, New Zealand and Sydney, Australia.

Rebecca Dee-Bradbury BBus (Marketing), GAICD Non Executive Director Independent

Appointed Director: 15 August 2014


Member of Remuneration and Appointments Committee

Rebecca has a background in strategic marketing and business transformation. She has held senior regional executive and CEO roles with businesses in Australia, New Zealand and Asia Pacific. She has extensive experience in consumer and retail marketing, brand management and innovation gained with international companies such as Kraft/Cadbury, Maxxium and Lion Nathan/Pepsi Cola bottlers. She holds a Bachelor of Business from Monash University, Melbourne. Rebecca is a Director of Bluescope Steel Limited and GrainCorp Limited.

Rebecca resides in Melbourne, Australia.

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Board of directors


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John Spencer CNZM BCom, FCA, CFInstD Non Executive Director Independent

Appointed Director: 1 October 2003




John brings to the Board significant financial and commercial expertise gained over many years from senior management positions with a number of major companies in New Zealand and overseas. John is a Chartered Fellow of the Institute of Directors in New Zealand (Inc). He holds a number of directorships and is Chairman of KiwiRail and the Tertiary Education Commission.

John resides in Wellington, New Zealand.

Graham Stuart BCom (Hons), MS, CA Non Executive Director Independent

Appointed Director: 24 May 2012


Chair of Audit and Risk Committee


With over 25 years of senior management experience, Graham has held leadership roles with several major corporates, in New Zealand and overseas, the latest being the Sealord Group of which he was Chief Executive Officer for 7 years. He has a Bachelor of Commerce (First Class Hons) from the University of Otago and a Master of Science from Massachusetts Institute of Technology and is a member of the New Zealand Institute of Chartered Accountants. Graham has served on the Food & Beverage Taskforce and the Maori Economic Development Panel.

Graham resides in Auckland, New Zealand.

Steve Smith BCom, CA, Dip Bus (Finance), CFInstD Non Executive Director Independent

Appointed Director: 24 May 2012




Steve has been a professional Director since 2004. He has over 35 years business experience, including being a specialist corporate finance partner at a leading New Zealand accountancy firm. He has a Bachelor of Commerce and Diploma in Business from the University of Auckland, is a member of the New Zealand Institute of Chartered Accountants, and a Chartered Fellow of the Institute of Directors in New Zealand (Inc). Steve is Chairman of Hellaby Holdings Limited, Spanbild Holdings Limited and Pascaro Investments Limited, and a Director of Fulton Hogan Limited, Rimu S.A. (Chile), and the National Foundation for the Deaf Inc.

Steve resides in Auckland, New Zealand.

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PerformanceIndependent Auditors’ Report 17

Income Statements 19

Statements of Comprehensive Income 20

Balance Sheets 21

Statements of Changes in Equity 22

Statements of Cash Flows 24

Notes to the Financial Statements 25

Corporate governance and disclosures 61

1. Summary of significant

accounting policies 25

2. Critical accounting judgements

and estimates 31

3. Impact of amendments to NZ IFRS 32

4. Premium revenue 33

5. Investment revenue 33

6. Claims expense 33

7. Other expenses 33

8. Taxation 34

9. Receivables 37

10. Intangible assets 37

11. Investment in subsidiaries 38

12. Deferred acquisition costs 39

13. Property, plant and equipment 39

14. Payables 40

15. Provisions 40

16. Interest bearing liabilities 40

17. Insurance liabilities 41

18. Contributed equity 41

19. Accumulated profits/(losses) 41

20. Reserves 42

21. Net assets per share 42

22. Distributions to shareholders 42

23. Segmental Reporting 43

24. General insurance business 43

25. Financial instrument categories 47

26. Risk management and

financial instrument information 48

27. Capital risk management 53

28. Operating leases 53

29. Cash and cash equivalents 53

30. Contingent liabilities 54

31. Capital commitments 54

32. Share based payments 54

33. Transactions and balances

with related parties 54

34. Earnings per share 55

35. Impact of Canterbury earthquakes 55

36. Subsequent events 56

37. Discontinued operations and

disposal groups held for sale 56

TOWER Limited Financial StatementsFor the year ended 30 September 2014

TOWER Limited – Leading light – annual report 2014 – Financial statements16

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TOWER Limited Independent Auditors’ ReportFor the year ended 30 September 2014

PricewaterhouseCoopers , 188 Quay Street, Private Bag 92162, Auckland 1142, New Zealand T: +64 (9) 355 8000, F: +64 (9) 355 8001, www.pwc.com/nz

Independent Auditors’ Report to the shareholders of TOWER Limited

Report on the Financial Statements We have audited the financial statements of TOWER Limited (“the Company”) on pages 32 to 80, which comprise the balance sheets as at 30 September 2013, the income statements, statements of comprehensive income, statements of changes in equity and statements of cash flows for the year then ended, and the notes to the financial statements that include a summary of significant accounting policies and other explanatory information for both the Company and the Group. The Group comprises the Company and the entities it controlled at 30 September 2013 or from time to time during the financial year.

Directors’ Responsibility for the Financial Statements

The Directors are responsible for the preparation of these financial statements in accordance with generally accepted accounting practice in New Zealand and that give a true and fair view of the matters to which they relate and for such internal controls as the Directors determine are necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditors’ Responsibility

Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing (New Zealand) and International Standards on Auditing. These standards require that we comply with relevant ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditors’ judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditors consider the internal controls relevant to the Company and the Group’s preparation of financial statements that give a true and fair view of the matters to which they relate, in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company and the Group’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

We have no relationship with, or interests in, TOWER Limited or any of its subsidiaries other than in our capacities as auditors and providers of other assurance, taxation and advisory services. These services have not impaired our independence as auditors of the Company and the Group.

Independent Auditors’ Report to the shareholders of TOWER Limited

Report on the Financial StatementsWe have audited the financial statements of TOWER Limited (“the Company”) on pages 19 to 60 which comprise the balance sheets as at 30 September 2014, the income statements, the statements of comprehensive income, the statements of changes in equity and the statements of cash flows for the year then ended, and the notes to the financial statements that include a summary of significant accounting policies and other explanatory information for both the Company and the Group. The Group comprises the Company and the entities it controlled at 30 September 2014 or from time to time during the financial year.

Directors’ Responsibility for the Financial StatementsThe Directors are responsible for the preparation of these financial statements in accordance with generally accepted accounting practice in New Zealand and that give a true and fair view of the matters to which they relate and for such internal controls as the Directors determine are necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditors’ ResponsibilityOur responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing (New Zealand) and International Standards on Auditing. These standards require that we comply with relevant ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditors’ judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditors consider the internal controls relevant to the Company’s and the Group’s preparation of financial statements that give a true and fair view of the matters to which they relate, in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company’s and the Group’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

We have no relationship with, or interests in, TOWER Limited or any of its subsidiaries other than in our capacities as auditors and providers of other assurance and assurance related services. These services have not impaired our independence as auditors of the Company and the Group.

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Independent Auditors’ Report TOWER Limited

OpinionIn our opinion, the financial statements on pages 19 to 60:

(i) comply with generally accepted accounting practice in New Zealand;

(ii) comply with International Financial Reporting Standards; and

(iii) give a true and fair view of the financial position of the Company and the Group as at 30 September 2014, and their financial performance and cash flows for the year then ended.

Report on Other Legal and Regulatory RequirementsWe also report in accordance with Sections 16(1)(d) and 16(1)(e) of the Financial Reporting Act 1993. In relation to our audit of the financial statements for the year ended 30 September 2014:

(i) we have obtained all the information and explanations that we have required; and

(ii) in our opinion, proper accounting records have been kept by the Company as far as appears from an examination of those records.

Restriction on Use of our ReportThis report is made solely to the Company’s shareholders, as a body, in accordance with Section 205(1) of the Companies Act 1993. Our audit work has been undertaken so that we might state to the Company’s shareholders those matters which we are required to state to them in an auditors’ report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Company and the Company’s shareholders, as a body, for our audit work, for this report or for the opinions we have formed.

Chartered Accountants Auckland

27 November 2014


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GROUP COMPANY

2014 2013 2014 2013

NOTE $000 $000 $000 $000

Revenue

Premium revenue from insurance contracts 285,113 267,160 – –

Less: Outwards reinsurance expense (48,197) (48,617) – –

Net premium revenue 4 236,916 218,543 – –

Investment revenue 5 14,217 15,057 14,394 179,728

Fee and other revenue 3,731 3,568 – –

Net operating revenue 254,864 237,168 14,394 179,728

Expenses

Claims expense 258,855 198,818 – –

Less: Reinsurance recoveries revenue (119,742) (52,253) – –

Net claims expense 6 139,113 146,565 – –

Management and sales expenses 7(A) 81,699 75,244 602 813

Net claims and operating expenses 220,812 221,809 602 813

Financing costs 7(B) 4,104 7,869 – –

Total expenses 224,916 229,678 602 813

Profit before taxation 29,948 7,490 13,792 178,915

Tax (expense)/credit attributed to shareholders’ profits 8(A) (8,324) (7,071) 76 (129)

Profit for the year from continuing operations 21,624 419 13,868 178,786

Profit/(loss) for the year from discontinued operations 37 4,964 (2,981) – –

(Loss)/profit from disposal of subsidiaries 37 (2,977) 36,937 – –

Profit for the year 23,611 34,375 13,868 178,786

Profit attributed to:

Shareholders 23,194 34,245 13,868 178,786

Non-controlling interest 417 130 – –

23,611 34,375 13,868 178,786

CENTS CENTS

Basic and diluted earnings per share from continuing operations 34 11.29 0.12

Basic and diluted earnings per share from discontinued operations 34 1.06 14.24

TOWER Limited Income StatementsFor the year ended 30 September 2014

The above income statements should be read in conjunction with the accompanying notes.

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GROUP COMPANY

2014 2013 2014 2013

NOTE $000 $000 $000 $000


Other comprehensive income:

Items that may be reclassified subsequently to profit or loss:

Gain on asset revaluation 13 58 715 – –

Gain transferred to income statement from asset sold 20 – (467) – –

Deferred income tax relating to asset revaluation 20 (10) (218) – –

Deferred income tax relating to asset sold 20 – 87 – –

Currency translation differences 2,582 (6,453) – –

Other comprehensive income/(loss) net of taxation 2,630 (6,336) – –

Total comprehensive income for the year 26,241 28,039 13,868 178,786

Total comprehensive income attributed to:

Shareholders 25,758 27,916 13,868 178,786

Non-controlling interest 483 123 – –

26,241 28,039 13,868 178,786

Total comprehensive income attributed to equity shareholders arises from:

Continuing operations 24,254 (5,917) 13,868 178,786

Discontinuing operations 1,987 33,956 – –

26,241 28,039 13,868 178,786

TOWER Limited Statements of Comprehensive IncomeFor the year ended 30 September 2014

The above statements of comprehensive income should be read in conjunction with the accompanying notes.


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TOWER Limited Balance SheetsAs at 30 September 2014

The above balance sheets should be read in conjunction with the accompanying notes.

GROUP COMPANY

2014 2013 2014 2013

NOTE $000 $000 $000 $000

Assets

Cash and cash equivalents 29(A) 168,062 341,624 2,891 1,507

Receivables 9 316,295 380,957 22,888 20,008

Financial assets at fair value through profit or loss 25 212,407 147,437 – –

Derivative financial assets 25 – 122 – –

Property, plant and equipment 13 6,285 4,879 – –

Current tax assets 12,733 10,713 2,146 2,181

Deferred acquisition costs 12 20,028 18,211 – –

Investments in subsidiaries 11 – – 235,254 235,254

Deferred tax assets 8(C) 19,303 23,652 58 –

Intangible assets 10 35,483 30,174 – –

790,596 957,769 263,237 258,950

Assets of disposal groups classified as held for sale 37 – 738,801 – –

Total Assets 790,596 1,696,570 263,237 258,950

Liabilities

Payables 14 46,157 45,036 175,641 104,077

Current tax liabilities 371 1,654 – –

Provisions 15 7,308 12,213 – –

Derivative financial liabilities 25 46 – – –

Interest bearing liabilities 16 – 82,791 – –

Insurance liabilities 17 404,572 451,905 – –

Deferred tax liabilities 8(C) 6,133 5,464 – –

464,587 599,063 175,641 104,077

Liabilities of disposal groups classified as held for sale 37 – 716,430 – –

Total Liabilities 464,587 1,315,493 175,641 104,077

Net Assets 326,009 381,077 87,596 154,873

Equity

Contributed equity 18 396,819 453,935 396,819 453,935

Accumulated profit/(losses) 19 42,174 42,983 (196,223) (186,106)

Reserves 20 (114,583) (117,103) (113,000) (112,956)

Total equity attributed to shareholders 324,410 379,815 87,596 154,873

Non-controlling interest 1,599 1,262 – –

Total Equity 326,009 381,077 87,596 154,873

The financial statements were approved for issue by the Board on 27 November 2014.

Michael P Stiassny Graham R Stuart

Chairman Director

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TOWER Limited Statements of Changes in EquityFor the year ended 30 September 2014

The above statements of changes in equity should be read in conjunction with the accompanying notes.

GROUP ATTRIBUTED TO SHAREHOLDERS

CONTRIBUTED EQUITY

ACCUMULATED LOSSES/PROFITS RESERVES TOTAL

NON-CONTROLLING

INTERESTTOTAL

EQUITY

YEAR ENDED 30 SEPTEMBER 2014 NOTE $000 $000 $000 $000 $000 $000

At the beginning of the year 453,935 42,983 (117,103) 379,815 1,262 381,077

Comprehensive income

Profit for the year – 23,194 – 23,194 417 23,611

Other comprehensive income

Gain on asset revaluation – – 58 58 – 58

Deferred income tax relating to asset revaluation – – (10) (10) – (10)

Currency translation differences – – 2,516 2,516 66 2,582

Total comprehensive income – 23,194 2,564 25,758 483 26,241

Transactions with shareholders

Capital repayment plan 18 (57,116) – – (57,116) – (57,116)

Movement in share based payment reserve 19,20 – 44 (44) – – –

Dividends paid 19 – (24,011) – (24,011) – (24,011)

Minority interest dividend paid – – – – (146) (146)

Other – (36) – (36) – (36)

Total transactions with shareholders (57,116) (24,003) (44) (81,163) (146) (81,309)

At the end of the year 396,819 42,174 (114,583) 324,410 1,599 326,009

YEAR ENDED 30 SEPTEMBER 2013

At the beginning of the year 572,805 33,546 (109,005) 497,346 1,443 498,789


Profit for the year – 34,245 – 34,245 130 34,375

Other comprehensive income

Gain on asset revaluation – – 715 715 – 715

Gain transferred to income statement from asset sold – – (467) (467) – (467)

Deferred income tax relating to asset revaluation – – (218) (218) – (218)

Deferred income tax relating to asset sold – – 87 87 – 87

Currency translation differences – – (6,446) (6,446) (7) (6,453)

Total comprehensive income – 34,245 (6,329) 27,916 123 28,039


Capital repayment plan 18 (119,228) – – (119,228) – (119,228)

Shares issued under employee share options scheme 18 358 – – 358 – 358

Movement in share based payment reserve 19,20 – 1,697 (1,770) (73) – (73)

Dividends paid 19 – (26,505) – (26,505) – (26,505)

Minority interest dividend paid – – – – (304) (304)

Other – – 1 1 – 1

Total transactions with shareholders (118,870) (24,808) (1,769) (145,447) (304) (145,751)

At the end of the year 453,935 42,983 (117,103) 379,815 1,262 381,077


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TOWER Limited Statements of Changes in Equity (continued)

For the year ended 30 September 2014

The above statements of changes in equity should be read in conjunction with the accompanying notes.

COMPANYCONTRIBUTED

EQUITYACCUMULATED

LOSSES RESERVESTOTAL

EQUITY

YEAR ENDED 30 SEPTEMBER 2014 NOTE $000 $000 $000 $000

At the beginning of the year 453,935 (186,106) (112,956) 154,873


Profit for the year – 13,868 – 13,868

Total comprehensive income – 13,868 – 13,868


Capital repayment plan 18 (57,116) – – (57,116)

Movement in share based payment reserve 19,20 – 44 (44) –

Dividends paid 19 – (24,011) – (24,011)

Other – (18) – (18)

Total transactions with shareholders (57,116) (23,985) (44) (81,145)

At the end of the year 396,819 (196,223) (113,000) 87,596

YEAR ENDED 30 SEPTEMBER 2013

At the beginning of the year 572,805 (340,085) (111,186) 121,534


Profit for the year – 178,786 – 178,786

Total comprehensive income – 178,786 – 178,786


Capital repayment plan 18 (119,228) – – (119,228)

Shares issued under employee share options scheme 18 358 – – 358

Movement in share based payment reserve 19,20 – 1,697 (1,770) (73)

Dividends paid 19 – (26,505) – (26,505)

Other – 1 – 1

Total transactions with shareholders (118,870) (24,807) (1,770) (145,447)

At the end of the year 453,935 (186,106) (112,956) 154,873

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TOWER Limited Statements of Cash FlowsFor the year ended 30 September 2014

The above statements of cash flows should be read in conjunction with the accompanying notes.

GROUP COMPANY

2014 2013 2014 2013

NOTE $000 $000 $000 $000

Cash flows from operating activities

Premiums received 303,993 378,947 – –

Interest received 36,035 38,981 394 1,528

Dividends received 1,377 1,710 – –

Investment income 18,896 21,660 – –

Fee and other income 3,825 16,304 – –

Reinsurance received 193,920 178,492 – –

Reinsurance paid (51,688) (69,416) – –

Claims paid (383,020) (399,880) – –

Payments to suppliers and employees (81,287) (156,481) (103) (14)

Interest paid (5,136) (7,068) – –

Income tax paid (4,539) (13,306) – –

Net cash inflow/(outflow) from operating activities 29(B) 32,376 (10,057) 291 1,514

Cash flows from investing activities

Net (payments)/receipts for financial assets (63,294) 126,058 – –

Payments for purchase of property, plant and equipment and intangible assets (9,983) (12,219) – –

Receipt for disposal of property, plant and equipment and intangible assets (77) 591 – –

Cash disposed with sale of subsidiaries (12,194) (58,101) – –

Proceeds from sale of subsidiaries 35,500 253,895 – –

Net cash (outflow)/inflow from investing activities (50,048) 310,224 – –

Cash flows from financing activities

Proceeds from issue of share capital – 276 – 276

Dividends paid (24,011) (26,505) (24,011) (26,505)

Bond repayment (81,759) – – –

Payment of minority interest dividends (146) (304) – –

Capital repayment (57,116) (119,227) (57,116) (119,227)

Net advances from subsidiaries – – 82,220 72,521

Net cash outflow from financing activities (163,032) (145,760) 1,093 (72,935)

Net (decrease)/increase in cash and cash equivalents (180,704) 154,407 1,384 (71,421)

Foreign exchange movement in cash (1,257) (4,118) – –

Cash and cash equivalents at the beginning of year 341,624 186,477 1,507 72,928

Cash reclassified as part of sale 8,399 13,257 – –

Cash reclassified to disposal group held for sale – (8,399) – –

Cash and cash equivalents at the end of year 29(A) 168,062 341,624 2,891 1,507


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TOWER Limited Notes to the Financial StatementsFor the year ended 30 September 2014

1. Summary of significant accounting policiesThe principal accounting policies adopted in the preparation of the financial report are set out below. These policies have been applied to all the periods presented, unless otherwise stated.

TOWER Limited (the Company) is a profit-oriented company incorporated in New Zealand under the New Zealand Companies Act 1993. The Company is listed on the New Zealand and Australian Stock Exchanges. The Company is an issuer under the Financial Reporting Act 1993. The Company and its subsidiaries together are referred to in this financial report as TOWER, or the Group, or the consolidated entity. The address of its registered office is 22 Fanshawe Street, Auckland, New Zealand.

The financial report of the Company and the Group has been prepared in accordance with New Zealand Generally Accepted Accounting Practice (NZ GAAP). It complies with New Zealand Equivalents to International Financial Reporting Standards (NZ IFRS) and other applicable financial reporting standards, as appropriate for profit-oriented entities.

The group has adopted External Reporting Board Standard A1 Accounting Standards Framework (For-profit Entities Update) (XRB A1). XRB A1 establishes a for-profit tier structure and outlines which suite of accounting standards entities in different tiers must follow. The group is a Tier 1 entity. There was no impact on the current or prior year financial statements.

During the periods presented, the principal activity of the TOWER Limited Group was provision of life and general insurance. The Group predominantly operates in New Zealand with some of its general insurance operations based in the Pacific Islands region. In recent financial years, TOWER Group has divested a number of businesses the details of which are presented below:

On 30 November 2012, TOWER Limited sold its health insurance business, TOWER Medical Insurance Limited. The sale of TOWER Medical Insurance Limited resulted in the health insurance business segment being treated as a discontinued operation. The sale is disclosed in more detail in note 37(A).

On 26 February 2013, TOWER Limited announced the sale of its investment business comprising, TOWER Managed Funds Limited, TOWER Managed Funds Investments Limited, TOWER Employee Benefits Limited, TOWER Asset Management Limited and TOWER Investments Limited. The sale was completed on 2 April 2013 and resulted in the investment business segment being treated as a discontinued operation in the 30 September 2013 financial statements. The sale is disclosed in more detail in note 37(B).

On 10 May 2013, TOWER Limited announced the sale of most of its non-participating life insurance business to Fidelity Life Assurance Company Limited. The sale was completed on 1 August 2013 and resulted in the non-participating life business segment being treated as a discontinued operation in the 30 September 2013 financial statements. The sale is disclosed in more detail in note 37(C).

On 28 November 2013, TOWER Limited announced the approval by the Federal Court of Australia for the portfolio transfer of the runoff business underwritten by the TOWER Insurance Limited’s Australian branch. The transfer included disposing of all policies written or assumed by the branch and all the associated assets and liabilities under those policies. The sale was completed on 5 December and resulted in the release of approximately $20 million surplus capital to TOWER Insurance Limited. The operations of the branch have been discontinued. The Australian branch of TOWER Insurance Limited was treated as a discontinued operation in the 30 September 2013 financial statements. The sale is disclosed in more detail in note 37(D).

On 1 July 2014, TOWER Limited announced the sale of TOWER Life (N.Z.) Limited to Foundation Life (NZ) Holdings Limited. The sale resulted in the remaining life business segment being treated as a discontinued operation of

the Group in the 30 September 2014 financial statements. Completion of the sale occurred on 29 August 2014. The TOWER Life (N.Z.) Limited remaining life business was being marketed as for sale as at 30 September 2013 and was treated as a held for sale. The sale is disclosed in more detail in note 37(E).

As disclosed in accounting policy (AF) Comparatives, the sale of TOWER businesses has resulted in the classification of balances into two line items. Income statement balances for 2014 and 2013 years have been classified into either, ‘Profit for the year from discontinued operations’ or ‘Profit from disposal of subsidiaries’. 2013 balance sheet items have been classified into two lines ‘Assets of disposal group classified as held for sale’ and ‘Liabilities of disposal group classified as held for sale’. The cash flow statement continues to include related cash flows from discontinued operations within each line item. A summary of cash flows from discontinued operations is presented in the relevant sections of note 37 – Discontinued operations, which contains full details of the business disposals.

Compliance with International Financial Reporting Standards (IFRS)

The consolidated financial statements and notes of TOWER Limited comply with International Financial Reporting Standards (IFRS).

The financial statements have been prepared on a fair value basis with any exceptions noted in the accounting policies below.

The Company’s owners or others do not have the power to amend the financial statements after they have been authorised for issue.

Principles of consolidation The consolidated financial statements incorporate the assets and liabilities of all subsidiaries of the Company as at 30 September 2014 and the results of all subsidiaries for the year then ended.

Subsidiaries are all those entities over which the consolidated entity has control, being the power to govern the financial and operating policies, generally accompanying a shareholding of more than one half of the voting rights. The existence and effect of potential voting rights that are currently exercisable or convertible are considered when assessing whether the consolidated entity controls another entity.

The results of any subsidiaries acquired during the year are consolidated from the date on which control is transferred to the consolidated entity and the results of any subsidiaries disposed of during the year are consolidated up to the date control ceases.

The acquisition of controlled entities from external parties is accounted for using the acquisition method of accounting. The acquisition of entities under common control is accounted for using the predecessor values method. The share of net assets of controlled entities attributable to minority interests is disclosed separately in the balance sheet, income statement and statement of comprehensive income. Acquisition related costs are expensed as incurred.

When the group ceases to have control any retained interest in the entity is re-measured to its fair value at the date when control is lost, with the change in carrying amount recognised in profit or loss.

Intercompany transactions and balances between Group entities are eliminated on consolidation.

Investment in subsidaries Investments in subsidiaries are accounted for at cost less impairment. Cost also includes directly attributable costs of investment.

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1. Summary of significant accounting policies (continued)

Specific accounting policies

(A) Premium revenue

(i) General insurance contracts

Premium revenue is recognised in the period in which the premiums are earned during the term of the contract.

The proportion of premiums not earned in the income statement at the reporting date is recognised in the balance sheet as unearned premium liability.

Premiums on unclosed business are brought to account using estimates based on the previous year’s actual unclosed business with due allowance made for any changes in the pattern of new business and renewals.

(B) Fee and other revenueFee revenue on investment contracts and other services provided by the Group is recognised in the period the services are provided. Other revenue includes commission and administration fees reimbursed. It is recognised when the right to receive is established.

(C) Investment revenueInvestment revenue is recognised as follows:

(i) Dividends and distributions

Revenue is recognised on an accrual basis when the right to receive payment is established.

(ii) Property income

Property income is recognised on an accrual basis.

(iii) Interest income

Interest income is recognised using the effective interest method.

(iv) Fair value gains and losses

Fair value gains and losses on financial assets at fair value through profit or loss are recognised through the income statement in the period in which they arise.

(D) Claims expense

(i) General insurance contracts

Claims expenses are recognised when claims are notified with the exception of claims incurred but not reported for which a provision is estimated (discussed in note 2(A)).

(E) Basis of expense apportionmentAll operating expenses in respect of life insurance or life investment contracts have been apportioned between policy acquisition, policy maintenance and investment management expenses with regard to the objective when incurring the expense and the outcome achieved.

The apportionment process is adopted by applying the following methodology:

(i) Expenses that can be directly identifiable and attributable to a particular class of business are not apportioned.

(ii) Commission expenses that cannot be allocated to a class of business, for example volume bonuses, are apportioned on the basis of new business and renewal commissions of each class, allowing for limits implied by the basis of adviser remuneration.

(iii) Investment expenses are apportioned to the classes of business on the mean balance of assets under management.

(iv) Other expenses that cannot be allocated to a particular class of business are apportioned to classes of business based on appropriate cost drivers, including number of new policies issued and related premiums, number of new units issued, mean balance of assets under management, average number of policies in-force and time and activity based allocations.

(F) Policy acquisition costs

General insurance products

Acquisition costs incurred in obtaining general insurance contracts are deferred and recognised as assets where they can be reliably measured and where it is probable that they will give rise to premium revenue that will be recognised in subsequent reporting periods.

Deferred acquisition costs are amortised systematically in accordance with the expected pattern of the incidence of risk under the general insurance contracts to which they relate. This pattern of amortisation corresponds to the earning pattern of the corresponding premium revenue.

(G) Outwards reinsurance Premiums ceded to reinsurers under reinsurance contracts are recorded as an outwards reinsurance expense and are recognised over the period of indemnity of the reinsurance contract. Accordingly, a portion of outwards reinsurance premium is treated at balance date as a prepayment.

(H) Reinsurance recoveries Reinsurance recoveries are recognised as revenue. Amounts recoverable are assessed in accordance with the terms of the reinsurance contracts, which is in a manner similar to the assessment of outstanding claims. Recoveries are measured as the present value of the expected future receipts, calculated on the same basis as the provision for outstanding claims.

(I) Financing costsFinancing costs include interest on external debt (borrowing costs), and amortisation of transaction costs and are recognised on an effective interest method basis.

(J) Taxation

(i) Current tax

Current tax is calculated by reference to the amount of income taxes payable or recoverable in respect of the taxable profit or tax loss for the period. It is calculated using tax rates and tax laws that have been enacted or substantively enacted by reporting date. Current tax for current and prior periods is recognised as a liability (or asset) to the extent that it is unpaid (or refundable).

TOWER Limited – Leading light – annual report 2014 – Notes to the financial statements26

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(ii) Deferred tax

Deferred tax is accounted for using the comprehensive balance sheet liability method in respect of temporary differences arising from differences between the carrying amount of assets and liabilities in the financial statements and the corresponding tax base of those items.

Deferred tax assets and liabilities are recognised for temporary differences at the tax rates expected to apply when the assets are recovered or liabilities settled, based on the tax rates enacted or substantively enacted for each jurisdiction. Deferred tax assets are recognised to the extent that it is probable that taxable profits will be available against which deductible temporary differences or unused tax losses can be utilised. Such assets and liabilities are not recognised if the temporary difference arises from goodwill or from the initial recognition (other than in a business combination) of the other assets and liabilities in a transaction that affects neither the taxable profit nor the accounting profit.

Current and deferred tax balances attributable to amounts recognised directly in equity are also recognised directly in equity.

(iii) Tax consolidation

TOWER Limited and its New Zealand wholly-owned subsidiaries (excluding TOWER Insurance Limited) comprise a New Zealand tax consolidated Group of which TOWER Limited is the head entity. All members of the tax consolidated group are jointly and severally liable for the tax liabilities of the Group.

(iv) Income tax expense

The income tax expense is the tax payable on taxable income for the current period, based on the income tax rate for each jurisdiction and adjusted for changes in deferred tax assets and liabilities attributable to temporary differences and unused tax losses.

(v) GST

All revenues, expenses and certain assets are recognised net of goods and services taxes (GST) except where the GST is not recoverable. In these circumstances the GST is included in the related asset or expense. Receivables and payables are reported inclusive of GST. The net GST payable to or recoverable from the tax authorities as at balance date is included as a receivable or payable in the balance sheet.

Cash flows are included in the statements of cash flows on a net basis to the extent that the GST is not recoverable and has been included in the expense or asset.

(K) Foreign currency

(i) Functional and presentation currencies

The individual financial statements of each Group entity are presented in the currency of the primary economic environment in which the entity operates. The consolidated Group financial statements are presented in New Zealand dollars and rounded off to the nearest thousand dollars.

(ii) Transactions and balances

In preparing the financial statements of the individual entities transactions denominated in foreign currencies are translated into the reporting currency using the exchange rates in effect at the transaction dates. Monetary items receivable or payable in a foreign currency, including forward exchange contracts, are translated at reporting date at the closing exchange rate.

Translation differences on non-monetary items such as financial assets held at fair value through profit or loss are reported as part of their fair value gain or loss.

Exchange differences arising on the settlement or retranslation of monetary items at year end exchange rates are recognised in the income statement.

(iii) Consolidation

For the purpose of preparing consolidated financial statements the assets and liabilities of subsidiaries with a functional currency different to the Company are translated at the closing rate at the balance sheet date. Income and expense items for each subsidiary are translated at a weighted average of exchange rates over the period, as a surrogate for the spot rates at transaction dates. Exchange differences are taken to the Foreign Currency Translation Reserve and recognised in the statement of comprehensive income and the statement of changes in equity.

(L) Cash and cash equivalentsCash and cash equivalents includes cash on hand and deposits held at call with financial institutions, other short-term, highly liquid investments that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value, and bank overdrafts. Bank overdrafts are shown within cash and cash equivalents on the balance sheet if the net position is an asset due to TOWER Group’s right to offset overdrafts within its banking facility.

(M) Property, plant and equipmentProperty, plant and equipment is initially recorded at cost including transaction costs and subsequently measured at cost less any subsequent accumulated depreciation and impairment losses.

Land and buildings are shown at fair value, based on periodic valuations by external independent appraisers less subsequent depreciation for buildings. Any accumulated depreciation at the date of revaluation is eliminated against the gross carrying amount of the asset and the net amount is restated to the revalued amount of the asset.

Depreciation is calculated using the straight line method to allocate their cost or revalued amounts, net of any residual amounts, over their useful lives. The assets’ useful lives are reviewed and adjusted if appropriate at each balance date. An asset’s carrying amount is written down immediately to its recoverable amount if it is considered that the carrying amount is greater than its recoverable amount.

Computer equipment 3 - 5 years

Office equipment and furniture 5 years

Motor vehicles 5 years

Buildings 50 - 100 years

Leasehold property improvements 3 - 12 years

(N) Assets backing insurance businessThe Group has determined that:

- all assets of the life insurance companies were assets backing the policy liabilities of the life insurance business including life insurance contract liabilities and life investment contract liabilities, with the exception of investments in operating subsidiaries;

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1. Summary of significant accounting policies (continued)- all assets within the general insurance companies are held to back

general insurance liabilities, with the exception of property, plant and equipment and investments in operating subsidiaries; and

These assets are managed in accordance with approved investment mandate agreements on a fair value basis and are reported to the Board on this basis. They have been measured at fair value through profit or loss wherever the applicable standard allows.

(O) Earnings per share

(i) Basic earnings per share

Basic earnings per share is calculated by dividing the profit attributable to ordinary equity holders of the Company, excluding any costs of servicing equity other than ordinary shares, by the weighted average number of ordinary shares outstanding during the year, adjusted for bonus elements of ordinary shares issued during the year.

(ii) Diluted earnings per share

Diluted earnings per share adjusts the figures used in the determination of basic earnings per share to take into account the after income tax effect of interest and other financing costs associated with dilutive potential ordinary shares and the weighted average number of shares assumed to have been issued for no consideration in relation to dilutive potential ordinary shares.

(P) Intangibles

(i) Goodwill

Goodwill acquired in a business combination is initially measured at cost being the excess of the cost of the business combination over the Group’s interest in the fair value of the identifiable assets, liabilities and contingent liabilities of the entity acquired, at the date of acquisition.

Following initial recognition, goodwill on acquisition of a business combination is not amortised but is tested for impairment bi-annually or more frequently if events or changes in circumstances indicate that the carrying value may be impaired.

For the purpose of impairment testing, goodwill acquired in a business combination is, from the acquisition date, allocated to each of the Group’s cash generating units, or groups of cash generating units, that are expected to benefit from the synergies of the combination, irrespective of whether other assets or liabilities of the acquiree are assigned to those units or groups of units.

Any impairment is recognised immediately in the income statement.

On disposal of an entity the carrying value of any associated goodwill is included in the calculation of the gain or loss on sale.

(ii) Software

Application software is recorded at cost less accumulated amortisation and impairment. Amortisation is charged on a straight line basis over the estimated useful life of the software.

Internally generated intangible assets are recorded at cost which includes all the directly attributable costs necessary to create, produce and prepare the asset capable of operating in the manner intended by management. Amortisation of internally generated intangible assets begins when the asset is available for use and is amortised on a straight line basis over the estimated useful life.

General use computer software 3 - 5 years

Core operating system software 10 years

(Q) Impairment of non financial assetsAssets that have an indefinite useful life are not subject to amortisation and are tested bi-annually for impairment. Assets with a finite useful life are subject to amortisation and reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell, and value in use.

For the purposes of assessing impairment assets are grouped at the lowest levels for which there are separately identifiable cash flows (cash generating units).

(R) Financial instrumentsThe Group classifies its financial assets and liabilities in the following categories: at fair value through profit or loss, loans and receivables, and liabilities at amortised cost. The classification depends on the purpose for which the financial assets and liabilities were acquired. Management determines the classification of its financial assets and liabilities at initial recognition.

(i) Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted on an active market. The Group’s loans and receivables comprise trade and other receivables and cash and cash equivalents in the balance sheet. Loans and receivables are measured initially at fair value plus transaction costs and subsequently at amortised cost using the effective interest rate method less any impairment.

(ii) Financial liabilities at amortised cost

Financial liabilities at amortised cost are non-derivative financial liabilities with fixed or determinable payments that are not quoted on an active market. The Group’s financial liabilities comprise trade, reinsurance and other payables in the balance sheet. Financial liabilities are measured initially at fair value plus transaction costs and subsequently at amortised cost less any impairment.

(iii) Financial assets and liabilities at fair value through profit or loss

Financial assets and liabilities at fair value through profit or loss are comprised of financial assets that are either held for trading or designated on initial recognition at fair value through profit or loss. A financial asset and liability is classified in this category if acquired principally for the purpose of selling in the short-term or if so designated by management. Designation by management takes place when it is necessary to eliminate or significantly reduce measurement or recognition inconsistencies, or if related financial assets or liabilities are managed and evaluated on a fair value basis.

Financial assets at fair value through profit or loss are stated at fair value, with any resultant gain or loss recognised in the income statement. The net gain or loss recognised in the income statement includes any dividend or interest earned on the financial assets.


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Derivatives are categorised as held for trading unless they are designated as hedges. All derivatives entered into by the Group are classified as held for trading as the Group does not apply hedge accounting.

(iii) Fair value

Financial assets and liabilities are measured in the balance sheet at fair value (excluding short term amounts held at a reasonable approximation of fair value). Refer to note 26.

(iv) Offsetting financial instruments

Financial assets and liabilities are offset and the net amount reported in the balance sheet when there is a legally enforceable right to offset the recognised amounts and there is an intention to settle on a net basis or realise the asset and settle the liability simultaneously.

The Group does not hold financial assets and financial liabilities subject to offsetting arrangements other than cash and cash equivalents. Refer to note 29.

(v) Derecognition

Financial assets are derecognised when the rights to receive cash flows from the investments have expired or have been transferred and the group has transferred substantially all risks and rewards of ownership.

(S) Impairment of financial assetsFinancial assets, with the exception of those measured at fair value through profit or loss, are assessed for indicators of impairment at each reporting date. Financial assets are impaired when there is objective evidence that the estimated future cash flows of the asset have been impacted as a result of one or more events that occurred after the initial recognition of the financial asset.

For financial assets carried at amortised cost, the amount of the impairment is the difference between the assets’ carrying amount and the present value of the estimated future cash flows, discounted at the original effective interest rate.

For all financial assets, other than trade receivables, the carrying amount is reduced by the impairment loss directly. For trade receivables the carrying amount is reduced via an allowance account, against which an uncollectible trade receivable is written off.

A trade receivable is deemed to be uncollectible upon notification of insolvency of the debtor or upon receipt of similar evidence that the Group will be unable to collect the amount. Changes in the carrying amount of the allowance account are recognised in the income statement.

A previously recognised impairment loss is reversed when, in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively to an event occurring after the impairment loss was initially recognised.

In respect of financial assets carried at amortised cost, with the exception of trade receivables, the impairment loss is reversed through the income statement to the extent that the carrying amount of the investment at the date the impairment is reversed does not exceed what the amortised cost would have been had the impairment not been recognised. Subsequent recoveries of trade receivables previously written off are credited against the allowance account.

(T) Leased assetsLeases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Operating lease payments are recognised as an expense in the periods the services are received over the term of the lease.

Benefits received and receivable for entering into an operating lease are recognised on a straight line basis over the term of the lease.

(U) Interest bearing liabilitiesInterest bearing debt and overdrafts are initially measured at fair value, net of transaction costs incurred and are subsequently measured at amortised cost, using the effective interest rate method. Any difference between the proceeds, net of transaction costs, and the settlement or redemption of liability is recognised over the term of the liability.

(V) PayablesThese amounts represent liabilities for goods and services provided to the Group prior to the end of the financial year which are unsettled. Payables are recognised initially at fair value net of transaction costs and subsequently measured at amortised cost using the effective interest method.

(W) ProvisionsProvisions are only recognised when the Group has a present legal or constructive obligation as a result of a past event or decision, and it is more likely than not that an outflow of resources will be required to settle the obligation. Provisions are recognised at the best estimate of future cash flows discounted to present value where the effect is material.

(X) Employee entitlementsProvision is made for employee entitlements for services rendered up to the balance date. This includes salaries, wages, bonuses, annual leave and long service leave, but excludes share-based payments. Liabilities arising in respect of employee entitlements expected to be settled within 12 months of the reporting date are measured at their nominal amounts. All other employee entitlements are measured at the present value of the estimated future cash outflows to be made in respect of services provided up to the balance date. In determining the present value of future cash outflows, discount rates used are based on the interest rates attaching to government securities which have terms to maturity approximating the terms of the related liability.

(Y) General Insurance LiabilitiesGeneral insurance outstanding claims are measured at the central estimate of the present value of expected future payments after allowing for inflation and discounted at the risk free rate. In addition a risk margin is added to the claims provision to recognise the inherent uncertainty of the central estimate.

The expected future payments include those in relation to claims reported but not yet paid, claims incurred but not yet reported (IBNR), claims incurred but not enough reported (IBNER) and anticipated claims handling costs. Claims handling costs include costs that can be associated directly with individual claims, such as legal and other professional fees, and costs that can only be indirectly associated with individual claims, such as claims administration costs.

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1. Summary of significant accounting policies (continued)Provision has been made for the estimate of claim recoveries from third parties in respect of general insurance business.

Liability adequacy testing is performed in order to recognise any deficiencies in the income statement arising from the carrying amount of the unearned premium liability less any related deferred acquisition costs and intangible assets not meeting the estimated future claims under current insurance conditions. Liability adequacy testing is performed at a portfolio level of contracts that are subject to broadly similar risks and are managed together as a single portfolio.

(Z) Contributed equityOrdinary shares issued by the Group are classified as equity and are recognised at fair value less direct issue costs.

(AA) Share based paymentsThe Group issues share based compensation packages to senior executives as part of their remuneration packages.

These options are measured at fair value at grant date and expensed over the period during which the employee becomes unconditionally entitled to the options, based on the estimate of shares that will eventually vest. Fair value at grant date is measured using a binomial model, taking into account the specific conditions of the options issued. The determination of fair value excludes the impact of any non-market vesting conditions which are allowed for in assumptions about the number of options that are expected to be exercisable. When an expense is recognised there is an equal and opposite entry made to the share option reserve in equity. When the options are exercised the receipt of the exercise price is transferred to share capital.

Where there is a tax deduction allowable in relation to the share option scheme this is recognised in the income statement, to the extent of the tax credit commensurate to the expense recognised in the income statement, with the balance reported through the share option reserve in equity.

Where terms are changed during the period that increase the cost of the options then this is recognised over the remaining vesting period. Where terms are changed during the period that decrease the cost of the options then there is no change to the expense recognised.

(AB) Segment reportingAn operating segment is a group of assets and operations engaged in providing products or services that are subject to risks and returns that are different to those of other operating segments. Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating decision-maker who reviews the operating results on a regular basis and makes decisions on resource allocation and assessing performance. The chief operating decision-maker has been identified as the Company’s Board of Directors.

(AC) Cash flowsThe statements of cash flows present the net cash flows for financial assets, property, plant and equipment, intangible assets and advances to subsidiaries. TOWER considers that knowledge of gross receipts and payments is not essential to understanding the activities of TOWER and it is considered acceptable to report only the net cash flows for these items. This is based on the fact that either the turnover of these items is quick, the amounts are large, and the maturities are short or the value of the sales are immaterial.

(AD) Discontinued operations and disposal groupsAssets and liabilities of a disposal group are classified as held for sale if their carrying amount will be recovered or settled principally through a sale transaction rather than through continuing use. A disposal group is defined as a group of assets to be disposed of, by sale or otherwise, together as a group in a single transaction. The group includes goodwill acquired in a business combination if the group is a cash-generating unit to which goodwill has been allocated. This condition is regarded as being met only when the sale is highly probable and the assets or businesses are available for immediate sale in their present condition or is a subsidiary acquired exclusively with a view to resale.

As required by accounting standards assets and liabilities of a disposal group are measured at the lower of carrying amount and fair value less costs to sell and disclosed in aggregate on the balance sheet as single line items. Items in the Income Statements and Statements of Comprehensive Income relating to discontinued operations are shown as a single amount for the total discontinued operations on the face of the statements, however profit for the year is separated between continuing and discontinued operations.

Cash flows associated with discontinued operations are disclosed in note 37.

The following specific accounting policies refer to the discontinued life insurance businesses disposed of during the current and prior financial years.

(A) Premium revenue

(i) Life insurance contracts

Premiums on life insurance contracts are separated into their revenue and deposit components. Where it is not practicable to split out the two components all premiums have been recognised as revenue. Where policies provide for the payment of amounts of premiums on specific due dates, such premiums are recognised as revenue when due. Unpaid premiums are recognised as revenue only during the days of grace or where secured by the surrender values of the policies concerned. Other premiums are recognised as revenue on a cash received basis.

(ii) Life investment contracts

Under life investment contracts the life companies receive deposits from policyholders which are then invested on behalf of the policyholders. No premiums are recognised as revenue. Fees deducted from members’ accounts are accounted for as fee revenue.


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(B) Claims expense

(i) Life insurance contracts

Claims are recognised when the liability to a policyholder under a life insurance contract has been established or upon notification of the insured event. Claims are separated into their expense and withdrawal components. Claims on risk business are treated as an expense and are recognised when a liability to the policyholder is established.

(ii) Life investment contracts

There is no claims expense in respect of investment contracts. Surrenders and withdrawals which relate to life investment contracts are treated as a movement in life investment contract liabilities. Other claim amounts are similar to withdrawals and as such do not relate to the provision of services or the bearing of risk. Accordingly, they are not expenses and are treated as movements in life insurance contract liabilities.

(C) Policy acquisition costs

Life insurance contracts

In determining the life insurance contract liabilities, the deferral and future recovery of acquisition costs were capitalised by way of movement in life insurance contract liabilities, then amortised over the period in which they were recoverable.

(AE) Business combinationsIdentifiable assets acquired and liabilities assumed in business combination with third parties are measured at fair value at acquisition date with any excess of cost over the fair value of the net assets acquired recognised as goodwill on the balance sheet.

Identifiable assets acquired and liabilities assumed in business combination with entities within the TOWER Limited group are accounted for at carrying value at the date of acquisition. Any difference between the cost and carrying value of net assets is recognised in the business combination under common control reserve in the balance sheet.

(AF) ComparativesWhere necessary, comparative information has been reclassified to achieve consistency in disclosure with the current year.

As required by NZ IFRS 5 ‘Non-current Assets Held for Sale and Discontinued Operations’, the sale of TOWER businesses has resulted in the classification of balances into two line items. Income statement balances for 2014 and 2013 years have been classified into either, ‘Profit for the year from discontinued operations’ or ‘Profit from disposal of subsidiaries’. 2013 balance sheet items have been `classified into two lines ‘Assets of disposal group classified as held for sale’ and ‘Liabilities of disposal group classified as held for sale’. The cash flow statement continues to include related cash flows from discontinued operations within each line item. A summary of cash flows from discontinued operations is presented in the relevant section note 37 – Discontinued operations, which contains full details of the business disposals.

The split of total comprehensive income attributed to equity shareholder arising from continuing and discontinuing operations for the year ended of September 2013 has been restated within the statement of comprehensive income to correct a prior year misstatement. Total comprehensive income from continuing operation for the year ended 30 September 2013 has been decreased from $31,020,000 to ($5,917,000). Correspondingly total comprehensive income from discontinued operations for the year ended 30 September 2013 has been increased from ($2,981,000) to $33,956,000.

In the 2013 comparatives for Fee and other revenue, an amount of $3,175,000 was presented net within Management and sales expenses. To correct a prior year misstatement, Fee and other revenue for the year ended 30 September 2013 has been increased from $393,000 to $3,568,000 in the income statements, with a corresponding increase in 2013 comparative Management and sales expenses (from $72,069,000 to $75,244,000).

2. Critical accounting judgements and estimates The Group makes estimates and assumptions in respect of certain key assets and liabilities. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The key areas where critical accounting estimates are applied are noted below.

(A) Claims liabilities under general insurance contractsProvision is made at the end of the year for the estimated cost of claims incurred but not settled at the balance sheet date, including the cost of claims incurred but not yet reported to the Group.

The estimated cost of claims includes direct expenses to be incurred in settling claims net of the expected value of salvage and other recoveries. The Group takes all reasonable steps to ensure that it has appropriate information regarding its claims exposures. However, given the uncertainty in establishing claims provisions, it is likely that the final outcome will prove to be different from the original liability established.

The estimation of claims incurred but not reported (IBNR) is generally subject to a greater degree of uncertainty than the estimation of the cost of settling claims already notified to the Group, where more information about the claim event is generally available. IBNR claims may often not be apparent to the insured until many years after the events giving rise to the claims has happened. In calculating the estimated cost of unpaid claims the Group uses a variety of estimation techniques, generally based on statistical analyses of historical experience, which assumes that the development pattern of the current claims will be consistent with past experience. Allowance is made, however, for changes or uncertainties which may create distortions in the underlying statistics or which may cause the cost of unsettled claims to increase or reduce when compared with the cost of previously settled claims including:

- changes in Group processes which might accelerate or slow down the development and (or) recording of paid or incurred claims, compared with statistics from previous periods;

- changes in the legal environment;

- the effects of inflation;

- changes in the mix of business;

- the impact of large losses;

- movements in industry benchmarks; and

- technological developments.

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A component of these estimation techniques is usually the estimation of the cost of notified but not paid claims. In estimating the cost of these the Group has regard to the claim circumstances as reported, any information available from loss adjusters and information on the cost of settling claims with similar characteristics in previous periods.

Provisions are calculated gross of any reinsurance recoveries. A separate estimate is made of the amounts that will be recoverable from reinsurers based on the gross provisions. Details of specific assumptions used in deriving the outstanding claims liability at year end are detailed in note 24.

(B) Assets arising from reinsurance contractsAssets arising from reinsurance contracts are also determined using the above methods. In addition, the recoverability of these assets is assessed on a periodic basis to ensure that the balance is reflective of the amounts that will ultimately be received, taking into consideration factors such as counterparty and credit risk. Impairment is recognised where there is objective evidence that the Group may not receive amounts due to it and these amounts can be reliably measured.

(C) TaxationThe Group is subject to income taxes in New Zealand and jurisdictions where it has foreign operations. Significant management judgement is required in determining the worldwide provision for income taxes. There are some transactions and calculations undertaken during the ordinary course of business for which the ultimate tax determination is uncertain. The Group estimates its tax liabilities based on its understanding of tax law in each relevant jurisdiction. Where the final tax outcome of these matters is different from the amounts that were initially recorded, such differences will impact the current and deferred income tax assets and liabilities in the period in which such determination is made. Deferred tax assets are recognised for all unused tax losses to the extent it is probable that taxable profits will be available against which the losses can be utilised. Significant management judgement is required to determine the amount of deferred tax assets that can be recognised based on the likely timing and quantum of future taxable profits.

3. Impact of amendments to NZ IFRS

(A) Standards, amendments and interpretations to existing standards that are not yet effective and have not been early adopted by the Group.The following standards, amendments and interpretations to existing standards have been published and are mandatory for the Group’s accounting periods beginning after 1 October 2014 or later periods, and the Group has not early adopted them. The Group expects to adopt the following new standards on 1 October after the effective date.

- NZ IFRS 9, ‘Financial instruments’, was issued in September 2014 as a complete version of the standard. NZ IFRS 9 replaces the parts of NZ IAS 39 that relate to the classification and measurement of financial instruments, hedge accounting and impairment. NZ IFRS 9 requires financial assets to be classified into two measurement categories: those measured as at fair value and those measured at amortised cost. The determination is made at initial recognition. The classification depends on the entity’s business model for managing its financial instruments and the contractual cash flow characteristics of the instrument. For financial liabilities, the standard retains most of the NZ IAS 39 requirements. The main change is that, in cases where the fair value option is taken for financial liabilities, the part of a fair value change due to an entity’s own credit risk is recorded in other comprehensive income rather than the income statement, unless this creates an accounting mismatch. The new hedge accounting model more closely aligns hedge accounting with risk management activities undertaken by companies when hedging their financial and non-financial risks. NZ IFRS 9 introduces a new expected credit loss model for calculating the impairment of financial assets. This standard is effective for reporting periods beginning on or after 1 January 2018. The Group is yet to assess NZ IFRS 9’s full impact.

- NZ IFRS 15’ Revenue from Contracts with Customers’ is effective for balance dates beginning on or after 1 January 2017, thus for the year ending 30 September 2018 for the TOWER Group. The standard will provide a single source of requirements for accounting for all contracts with customers (except for some specific exceptions, such as lease contracts, insurance contracts and financial instruments) and will replace all current accounting pronouncements on revenue. New revenue disclosures are also introduced. The Group is in the process of evaluating the impact of this standard.

(B) Standards, amendments and interpretations to existing standards effective 2014 or early adopted by the Group.The Group has adopted the following new and amended IFRS’s as of 1 October 2013:

- NZ IFRS 13 ‘Fair value measurement’ (effective from 1 January 2013). The standard replaces the guidance on fair value measurement in existing IFRS literature with a single standard. The revised standard has not had a material impact on the financial statements other than additional disclosures.

- NZ IFRS 10 ‘Consolidated Financial statements’ (effective from 1 January 2013). The standard requires a parent to present consolidated financial statements as those of a single economic entity, replacing the requirements previously contained in NZ IAS 27 Consolidated and Separate Financial Statements. The revised standard has not had a material impact on the financial statements.

- NZ IFRS 12 ‘Disclosure of Interests in Other Entities’ (effective from 1 January 2013). The standard requires extensive disclosure of information that enables users of the financial statements to evaluate the nature of, and risks associated with, interests in other entities. The revised standard has not had a material impact on the financial statements.

- NZ IFRS 7, ‘Financial Instruments: Disclosures’ amendments, on asset and liability offsetting. This amendment includes new disclosures to facilitate comparison between those entities that prepare IFRS financial statements to those that prepare financial statements in accordance with US GAAP. The revised standard has not had a material impact on the financial statements other than additional disclosures.

2. Critical accounting judgements and estimates (continued)


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4. Premium revenue

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Gross written premiums 297,627 279,307 – –

Less: Gross unearned premiums (12,514) (12,147) – –

Premium revenue earned from insurance contracts 285,113 267,160 – –

Less: Outwards reinsurance expense (48,197) (48,617) – –

Total net premium revenue 236,916 218,543 – –

5. Investment revenue

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Fixed interest securities (1)

Interest income 15,637 16,750 394 1,252

Net realised (loss)/gain (2,947) 3,100 – –

Net unrealised gain/(loss) 1,563 (6,455) – –

14,253 13,395 394 1,252

Equity securities (1)

Dividend income 14 231 14,000 178,453

Net realised gain – 461 – –

Net unrealised gain – 196 – –

14 888 14,000 178,453

Property securities (1)

Property income 4 105 – –

Net realised gain 412 3,215 – –

Net unrealised loss (401) (2,729) – –

15 591 – –

Other (2)

Other investment income – – – 23

Net realised gain/(loss) 103 (63) – –

Net unrealised (loss)/gain (168) 246 – –

(65) 183 – 23

Total investment revenue

Total investment revenue 15,655 17,086 14,394 179,728

Total net realised (loss)/gain (2,432) 6,713 – –

Total net unrealised gain/(loss) 994 (8,742) – –

14,217 15,057 14,394 179,728

(1) The income and loss in these categories has been generated by financial assets designated on initial recognition at fair value through profit or loss.

(2) Other investment gains and losses has been generated by derivative financial assets and financial liabilities classified as held for trading at fair value through profit or loss.

6. Claims expense

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

General insurance claims 258,855 198,818 – –

Less: Reinsurance recoveries revenue (119,742) (52,253) – –

Total net claims expense 139,113 146,565 – –

7. Other expenses

(A) Management and sales expenses

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Management and sale expenses 81,699 75,244 602 813

Total management and sales expenses 81,699 75,244 602 813

Included in total management and sales expenses are the following:

Amortisation of deferred acquisition costs 18,211 17,086 – –

Bad debts written off (32) 219 – –

Change in provision for doubtful debts (160) 161 – –

Amortisation of software 931 3,648 – –

Depreciation:

Office equipment and furniture 328 323 – –

Motor vehicles 186 292 – –

Computer equipment 1,247 1,214 – –

Directors’ fees 495 824 495 724

Operating leases 3,834 4,413 – –

Employee benefits expense 49,621 62,872 – –

Loss on disposal of property, plant and equipment (21) (2,140) – –

Claims related expense reclassified to claims expense (18,564) (15,630) – –

Auditors’ remuneration

Fees paid to Company’s auditors:

Audit of financial statements (1) 518 761 – –

Other services:

Other assurance related services (2) 71 160 – –

Non-assurance advisory related services (3) 6 43 – –

Fees paid to subsidiary’s auditors which are different from Group auditors:

Audit of annual financial statements 33 37 – –

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7. Other expenses (continued)(1) The audit of financial statements includes fees for both the annual audit of

financial statements and the review of interim financial statements.

(2) Other assurance related services in the current year relate solvency audit, share register, audit of TOWER Life (N.Z) Limited net asset statement, Australian branch licence revocation and regulatory returns. In the prior year other assurance related services related predominantly to work performed on the sale of health business completion accounts, the investment businesses net asset statements and non-participating life business closing balance at point of disposal. The amount also includes work performed on solvency returns of TOWER Insurance Limited and TOWER Life (N.Z.) Limited.

(3) Non-assurance advisory related services relate to Annual Shareholders Meeting procedures. In the prior year non-assurance advisory related services related to return of capital requirements, investors pack review and advice on the sale of the investment businesses.

(B) Financing costs

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Interest expense 4,104 7,750 – –

Other costs – 119 – –

Total financing costs 4,104 7,869 – –

8. Taxation

(A) Current tax expense

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Analysis of taxation expense

Current taxation 10,681 7,446 5 129

Deferred taxation (2,088) (34) (58) –

Under provided in prior years (269) (341) (23) –

Income tax expense for the year 8,324 7,071 (76) 129

Income tax expense attributed to shareholders 8,324 7,071 (76) 129

8,324 7,071 (76) 129

The tax expense recognised can be reconciled to the accounting profit as follows:

Profit before taxation from continuing operation 29,948 7,490 13,792 178,915

Income tax at the current rate of 28% 8,385 2,097 3,862 50,096

Taxation effect of non deductible expenses / non-assessable revenue:

Life insurance companies permanent differences – (33) – –

Recognition of prior period current tax (551) (340) (23) –

Non deductible (income)/losses from PIEs – (78) – –

Non deductible (income)/expenditure (146) 423 – –

Non taxable dividend from subsidiaries – – (3,920) (49,967)

Foreign tax credits write-off 795 3,592 – –

Other (159) 1,410 5 –

Income tax expense 8,324 7,071 (76) 129

(B) Current tax liabilitiesCurrent tax liabilities of $371,000 relate to taxes payable to off shore tax authorities in the Pacific Islands (2013: $1,654,000).


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(C) Deferred tax assets and liabilitiesThe movement in deferred income tax assets and liabilities during the year, without taking into consideration the offsetting of balances within the same tax jurisdiction, is as follows:

GROUP

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AN

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2014 $000 $000 $000 $000 $000 $000

Movements in deferred tax assets

Provisions and accruals 3,747 (324) – 4 – 3,427

Tax losses 10,462 7,701 – (34) (7,066) 11,063

Fixed Assets 9,443 (4,630) – – – 4,813

Total deferred tax assets 23,652 2,747 – (30) (7,066) 19,303

Movements in deferred tax liabilities

Deferred acquistion costs 4,434 376 – – – 4,810

Other 1,030 283 10 – – 1,323

Total deferred tax liabilities 5,464 659 10 – – 6,133

Net deferred tax 18,188 2,088 (10) (30) (7,066) 13,170

2013


Provisions and accruals 1,759 721 – 1,267 – 3,747

Tax losses 11,703 5,298 – (6,539) – 10,462

Insurance Liabilities 1,177 (1,177) – – – –

Fixed Assets 1,248 (4,356) – 12,551 – 9,443

Other 19 – – (19) – –

Total deferred tax assets 15,906 486 – 7,260 – 23,652

Movements in deferred tax liabilities

Deferred acquisition costs 5,923 298 – (1,787) – 4,434

Unrealised gains 1,148 (274) – (874) – –

Life insurance contract liabilities 39,784 – – (39,784) – –

Other 617 428 131 (146) – 1,030

Total deferred tax liabilities 47,472 452 131 (42,591) – 5,464

Net deferred tax (31,566) 34 (131) 49,851 – 18,188

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COMPANY

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2014 $000 $000 $000 $000 $000


Other – 58 – – 58

Total deferred tax assets – 58 – – 58

The anaylsis of deferred tax assets and deferred tax liabilities taking into consideration the offsetting balances within the same tax jurisdiction is as follows:

GROUP

2014 2013

$000 $000

Deferred tax assets

Deferred tax assets to be recovered within 12 months 4,459 2,596

Deferred tax assets to be recovered after more than 12 months 9,621 15,995

14,080 18,591

Deferred tax liabilities

Deferred tax liabilities to be settled within 12 months 688 (200)

Deferred tax liabilities to be settled after more than 12 months 222 603

910 403

Deferred tax liabilities of $908,000 have not been recognised in respect of temporary differences associated with investments in subsidiaries (2013: liabilities of $1,355,000).

(D) Imputation creditsThe Group imputation credit account reflects the imputation credits held by the Company as the representative member of the Group.

GROUP

2014 2013

$000 $000

Imputation credits available for use in subsequent periods 477 361

The above amounts represent the balance of the imputation account as at the end of the reporting period, adjusted for:

i) Imputation credits that will arise from the payment of the amount of the provision for income tax;

ii) Imputation debits that will arise from the payment of dividends recognised as a liability at the reporting date; and

iii) Imputation credits that will arise from the receipt of dividends recognised as receivables at the reporting date.

The company and its New Zealand subsidiaries have formed a tax consolidated group. The consolidated group imputation credit account balance reflects the imputation credits available to all members of the group. As at 1 October 2013 TOWER Insurance Limited ceased to be a member of the consolidated group.

8. Taxation (continued)


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9. Receivables

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Reinsurance recovery receivables 187,590 257,310 – –

Outstanding premiums and trade receivables 121,836 114,535 – –

Unsettled investment sales – 601 – –

Related party receivables – – 22,888 20,008

Other 6,869 8,511 – –

Total receivables 316,295 380,957 22,888 20,008

Analysed as:

Current 280,276 310,629 22,888 20,008

Non current 36,019 70,328 – –

316,295 380,957 22,888 20,008

Outstanding premiums and trade receivables above are presented net of allowance for credit losses and impairment. Movement in the allowance for credit losses and impairment during the reporting period was as follows:


Allowance for doubtful debts (1,953) (2,113) – –

Transferred to discontinued operation – (24,765) – –

121,836 114,535 – –

Balance at 1 October 2,113 1,952 – –

Provisions added during the year – 567 – –

Impairment loss recognised during the year 32 (219) – –

Provisions released during the year (192) (187) – –

Balance at 30 September 1,953 2,113 – –

The allowance for credit losses and impairment in relation to trade receivables is provided for based on estimated recoverable amounts determined by reference to current customer circumstances and past default experience. In determining the recoverability of a trade receivable the Group considers any change in the credit quality of the trade receivable from the date the credit was initially granted up to the reporting date. The Group has provided fully for receivables over 120 days past due. Trade receivables between 60 and 120 days past due are provided for based on estimated irrecoverable amounts determined by reference to past due default experience.

10. Intangible assets

GROUP SOFTWARE

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$000 $000 $000 $000 $000

Year ended 30 September 2014

Cost:

At 1 October 2013 17,744 4,117 18,210 10,245 50,316

Additions – 69 6,853 6,758 13,680

Disposals – – – (587) (587)

Transfers – – – (6,853) (6,853)

At 30 September 2014 17,744 4,186 25,063 9,563 56,556

Accumulated amortisation:

At 1 October 2013 – (3,180) (16,962) – (20,142)

Amortisation charge – (565) (366) – (931)

At 30 September 2014 – (3,745) (17,328) – (21,073)

At 30 September 2014

At cost 17,744 4,186 25,063 9,563 56,556

Accumulated amortisation – (3,745) (17,328) – (21,073)

Net book value at 30 September 2014 17,744 441 7,735 9,563 35,483


Cost:

At 1 October 2012 17,744 3,485 59,798 5,877 86,904

Additions – 632 – 9,268 9,900

Disposals – – (1,588) – (1,588)

Impairment of assets (1) – – (40,000) (4,900) (44,900)

At 30 September 2013 17,744 4,117 18,210 10,245 50,316

Accumulated amortisation:

At 1 October 2012 – (2,545) (15,537) – (18,082)

Amortisation charge – (635) (3,013) – (3,648)

Amortisation on disposals – – 1,588 – 1,588

At 30 September 2013 – (3,180) (16,962) – (20,142)


At cost 17,744 4,117 18,210 10,245 50,316

Accumulated amortisation – (3,180) (16,962) – (20,142)

Net book value at 30 September 2013 17,744 937 1,248 10,245 30,174

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(1) During the 30 September 2013 financial year, management reviewed the carrying value of intangible assets in light of business disposals during that year. The carrying value is the fair value less cost to sell determined by reference to invoiced amounts split by functionality of the software. Following the review an impairment of $44.9 million ($32.3 million net of tax) was recorded against the carrying value of Intangible assets – software. This impairment was expensed in the 30 September 2013 results reducing the profit from discontinued operations/disposal groups. The impairment related to the write down of policy administration software developed to process health and life insurance contracts. The reporting segment to which the impaired asset belonged was Other (Holding companies and eliminations).

Impairment testing for goodwill

Goodwill is allocated to New Zealand general insurance cash generating unit. The carrying amount of goodwill allocated to the cash generating unit is shown below:

GENERAL INSURANCE

2014 2013

$000 $000

Carrying amount of goodwill 17,744 17,744

Goodwill is subject to impairment testing at the cash-generating unit level every six months. No impairment loss has been recognised in 2014 as a result of the impairment review (2013: Nil).

Impairment review method overview

General Insurance

The recoverable amount of the general insurance business has been assessed with reference to its appraisal value to determine its value in use. A base discount rate of 10% was used in the calculation (2013: 10%). Other assumptions used are consistent with the actuarial assumptions in note 24 in respect of TOWER Insurance. The projected cash flows have been determined using a steady average growth rate of 2% (2013: 4%). The cash flows were projected over the expected life of the policies. The projected cash flows are determined based on past performances and management expectations for market developments.

Sensitivity to changes in assumptions

Management considers that the recoverable amount from the general insurance business, as determined by the appraisal value, will exceed the carrying value under a reasonable range of adverse scenarios.

11. Investment in subsidiaries

COMPANY

2014 2013

$000 $000

Investments in controlled entities carried at cost 235,254 235,254

The table below lists TOWER Limited subsidiary companies and controlled entities. All entities have a balance date of 30 September.

Principal trading subsidiary companies and controlled entries at 30 September 2014 and 2013 are as follows:

HOLDINGS

NAME OF COMPANY 2014 2013 NATURE OF BUSINESS

Held by Parent:

Incorporated in New Zealand

TOWER Financial Services Group Limited 100% 100% Holding company

TOWER New Zealand Limited 100% 100% Management services

TOWER Capital Limited – 100%

Holding company for fixed rate senior unsecured bonds amalgamated into TOWER Financial Services Group Limited on 30 June 2014

Held by Group:

Incorporated in New Zealand

TOWER Insurance Limited 100% 100% Fire and general insurance

TOWER Operations Limited 100% 100%

Non-operating Company (29 November 2013 name changed from TOWER Health & Life Limited)

TOWER Life (N.Z.) Limited – 100%

Life insurance and superannuation management (sold 29 August 2014)

TOWER Option Scheme Limited – 100%

Trustee for executive share options, amalgamated into TOWER Financial Services Group Limited on 9 September 2014

TAM International Trust Income Fund – 100%

Unitised investment trust (sold 29 August 2014)

Incorporated in Fiji

TOWER Insurance (Fiji) Limited 100% 100% Fire and general insurance

Incorporated in Cook Islands

TOWER Insurance (Cook Islands) Limited 100% 100% Fire and general insurance

Incorporated in PNG

TOWER Insurance (PNG) Limited 100% 100% Fire and general insurance

Incorporated in Samoa

National Pacific Insurance Limited 71% 71% Fire and general insurance

10. Intangible assets (continued)


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12. Deferred acquisition costs

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Balance at 1 October 18,211 23,467 – –

Acquisition costs deferred during the year 20,028 18,211 – –

Current period amortisation (18,211) (17,086) – –

Reclassified as discontinued operations – (6,381) – –

Balance at 30 September 20,028 18,211 – –

Analysed as:

Current 20,028 18,211 – –

Non current – – – –

20,028 18,211 – –

13. Property, plant and equipment

GROUP

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$000 $000 $000 $000 $000


Cost:

At 1 October 2013 2,280 6,733 1,285 10,666 20,964

Additions – 251 197 2,650 3,098

Revaluation 58 – – – 58

Disposals – (167) (132) (173) (472)

Foreign exchange movements 36 79 15 12 142

At 30 September 2014 2,374 6,896 1,365 13,155 23,790

Accumulated Depreciation:

At 1 October 2013 – (6,038) (918) (9,129) (16,085)

Depreciation charge – (328) (186) (1,247) (1,761)

Disposals – 139 112 168 419

Foreign exchange movements – (68) – (10) (78)

At 30 September 2014 – (6,295) (992) (10,218) (17,505)


At cost 2,374 6,896 1,365 13,155 23,790

Accumulated depreciation – (6,295) (992) (10,218) (17,505)

Net book value at 30 September 2014 2,374 601 373 2,937 6,285

GROUP

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$000 $000 $000 $000 $000


Cost:

At 1 October 2012 2,207 7,620 2,021 9,775 21,623

Additions – 257 17 1,330 1,604

Revaluation 715 – – – 715

Disposals (533) (1,064) (627) (405) (2,629)

Foreign exchange movements (109) (80) (126) (34) (349)

At 30 September 2013 2,280 6,733 1,285 10,666 20,964

Accumulated Depreciation:

At 1 October 2012 – (6,727) (1,096) (8,271) (16,094)

Depreciation charge – (323) (292) (1,214) (1,829)

Disposals – 941 380 325 1,646

Foreign exchange movements – 71 90 31 192

At 30 September 2013 – (6,038) (918) (9,129) (16,085)


At cost 2,280 6,733 1,285 10,666 20,964

Accumulated depreciation – (6,038) (918) (9,129) (16,085)

Net book value at 30 September 2013 2,280 695 367 1,537 4,879

Land and buildings are all located in Fiji and are stated at fair value. Fair value is determined using a replacement cost approach whereby the depreciated replacement cost of improvements is added to the leasehold interest in the land. This value is then adjusted to take into account recent market activity. Valuation of the commercial building was performed as at 23 August 2014 by Rolle Associates, registered valuers in Fiji. There has been no material movement in the valuation between 23 August and 30 September 2014. Inputs to the valuation of the Fiji property are considered as level 3 in the fair value hierarchy. The fair value is not considered to be material and no further disclosures have been made.

The residential property was sold effective 30 September 2013 and as a result is presented as a disposal in the table above.

Had land and buildings been recognised under the cost model the carrying amount would have been $1,145,000 (2013: $1,145,000). The revaluation surplus for the period is recorded in other comprehensive income. There are no restrictions on the distribution of this balance to shareholders.

The Company does not hold any property, plant and equipment.

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14. Payables

GROUP COMPANY

2014 2013 2014 2013

NOTE $000 $000 $000 $000

Trade payables 14,200 11,902 – –

Reinsurance payables 2,967 5,864 – –

Other payables 28,990 27,270 2,877 1,732

Related party payables 33 – – 172,764 102,345

Total payables 46,157 45,036 175,641 104,077

Analysed as:

Current 46,157 45,036 175,641 104,077


46,157 45,036 175,641 104,077

15. Provisions

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Business separation 3,028 9,257 – –

Employee benefits 4,280 2,956 – –

Total provisions 7,308 12,213 – –

Analysed as:

Current 7,308 12,075 – –

Non current – 138 – –

7,308 12,213 – –

Movement in provisions

Movements in each class of provision other than employee benefits during the financial year are set out below:

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Business separation

Opening balance at 1 October 9,257 2 – –

Additions 834 21,115 – –

Amount utilised in the year (6,060) (11,860) – –

Reversal of unused amount (1,003) – – –

Closing balance at 30 September 3,028 9,257 – –

Health business

As at 30 September 2013, the balance of separation costs relating directly to the sale of the health business was $372,000. $226,000 of the provision has been utilised during the year ended 30 September 2014, for legal, consultancy and IT related costs. $146,000 of the provision has been released. There is no provision remaining at 30 September 2014.

Investments business

As at 30 September 2013, the balance of separation costs relating directly to the sale of the investments business was $1,444,000. $1,102,000 of the provision has been utilised during the year ended 30 September 2014, for legal, consultancy and IT related costs. $329,000 of the provision has been released. The remaining balance is expected to be fully utilised by December 2014.

Non-participating life business

As at 30 September 2013, the balance of separation costs relating directly to the sale of the non-participating life business was $4,561,000. $3,444,000 was utilised during the year ended 30 September 2014, for legal, consultancy and IT related costs. $133,000 of the provision has been released. The remaining provision is expected to be fully utilised by June 2015.

Participating life business

Separation costs of $2,880,000 relating directly to the sale of the remaining life business were provided for at 30 September 2013. The provision increased by $834,000 during the year ended 30 September 2014 relating to restructuring. $1,289,000 of the provision has been utilised during the year ended 30 September 2014, for legal, consultancy and IT related costs. $395,000 of the provision has been released. The remaining provision is expected to be fully utilised by September 2015.

Further details of the discontinued operations to which these provisions relate are disclosed in note 37.

Employee benefits

Employee benefits include provisions for holiday pay and long service leave.

16. Interest bearing liabilities

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Fixed rate senior unsecured bonds – 83,219 – –

Unamortised capitalised costs – (428) – –

– 82,791 – –

Analysed as:

Current – 82,791 – –


– 82,791 – –


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Fixed rate senior unsecured bonds

On 24 March 2009, the Group issued $81,759,000 of fixed rate senior unsecured bonds, bearing a fixed interest rate of 8.5% per annum. The bonds are carried at amortised cost using the effective interest method. The bonds matured on 15 April 2014 and in accordance with the Trust Deed for TOWER Fixed Rate Senior Unsecured Bonds dated 12 February 2009 (the ‘Trust Deed’), the Group redeemed for cash on 15 April 2014 all of the bonds held by bondholders on the register at 5pm on the record date of 4 April 2014. Payment of the issue price of $1.00 per bond plus accrued interest amounted to a return of $83,496,379 to bondholders.

Following repayment of bond principal and accrued interest, TOWER Capital Limited was delisted from the NZX Debt Market and discharged from the Trust Deed. It has subsequently been amalgamated into TOWER Financial Services Group Limited.

The Group capitalised $3,499,000 of costs associated with the issuance of the bonds. These costs were amortised over the five year term of the bonds using the effective interest method. The amortised issuance costs during the year to 30 September 2014 were $428,500 (2013: $800,500).

17. Insurance liabilities

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Unearned premiums 150,504 136,915 – –

Outstanding claims 254,068 314,990 – –

404,572 451,905 – –

Analysed as:

Current 365,674 345,926 – –

Non current 38,898 105,979 – –

404,572 451,905 – –

The table below includes a reconciliation of unearned premiums as at balance date:

Unearned premiums – general insurance

Opening balance at 1 October 2013 136,915 127,309 – –

Premiums written 283,314 265,259 – –

Premiums earned (270,804) (254,701) – –

Other 1,079 (952) – –

Closing balance at 30 September 2014 150,504 136,915 – –

18. Contributed equity

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Ordinary share capital (fully paid) 396,819 453,935 396,819 453,935

Total contributed equity 396,819 453,935 396,819 453,935

NUMBER OF SHARES NUMBER OF SHARES

Represented by:

Ordinary shares 175,749,449 207,193,438 175,749,449 207,193,438

Movements in ordinary shares

Balance at 1 October 207,193,438 269,091,094 207,193,438 269,091,094

Capital repayment plan (31,443,989) (62,097,656) (31,443,989) (62,097,656)

Employee share options scheme shares issued – 200,000 – 200,000

Balance at 30 September 175,749,449 207,193,438 175,749,449 207,193,438

Movements in ordinary share capital

$000 $000 $000 $000

Balance at 1 October 453,935 572,805 453,935 572,805

Capital repayment (57,116) (119,228) (57,116) (119,228)

Employee share options scheme shares issued – 358 – 358

Balance at 30 September 396,819 453,935 396,819 453,935

All shares rank equally with one vote attached to each share. There is no par value for each share.

19. Accumulated profits/(losses)

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Accumulated profits/(losses)

Balance at 1 October 42,983 33,546 (186,106) (340,085)


Movement in share based payments reserve 44 1,697 44 1,697

Dividends paid (24,011) (26,505) (24,011) (26,505)

Other (36) – (18) 1

Balance at 30 September 42,174 42,983 (196,223) (186,106)

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20. Reserves

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Foreign currency translation reserve (FCTR)

Balance at 1 October (4,501) 1,945 – –

Currency translation differences arising during the year 2,516 (6,446) – –

Balance at 30 September (1,985) (4,501) – –

Exchange differences arising on translation of foreign controlled entities are taken to the FCTR as described in note 1(K). The reserve is recognised in profit and loss when the net investment is disposed of.

Share based payments reserve

Balance at 1 October 44 1,814 44 1,814

Movement in share based payments reserve (44) (1,770) (44) (1,770)

Balance at 30 September – 44 – 44

The share based payments reserve is used to recognise the fair value of options issued but not exercised.

Separation reserve (113,000) (113,000) (113,000) (113,000)

The separation reserve was created in 2007 at the time of the demerger of the New Zealand and Australian businesses in accordance with a ruling provided by the Australian Tax Office (ATO). It will be carried forward indefinitely as a non-equity reserve to meet the requirements of the ATO.

Asset revaluation reserves

Opening balance at 1 October 354 236 – –

Gain on revaluation 48 498 – –

Gain transferred to income statement from asset sold – (380) – –

Balance at 30 September 402 354 – –

The asset revaluation reserve is used to recognise unrealised gains on the value of land and buildings above their initial cost.

Total reserves (114,583) (117,103) (113,000) (112,956)

21. Net assets per share

GROUP COMPANY

2014 2013 2014 2013

Net assets per share (dollars) 1.85 1.84 0.50 0.75

Net tangible assets per share (dollars) 1.58 1.53 0.50 0.75

Net assets per share represents the value of the Group/Company’s net assets divided by the number of ordinary shares on issue at the balance date. Net tangible assets per share represents the net assets per share adjusted for the effect of intangible assets and deferred tax balances. Assets from the disposal group are included in the calculation.

A reconciliation to net tangible assets is provided below:

Net assets 326,009 381,077 87,596 154,873

Less deferred tax (13,170) (34,208) (58) –

Less intangible assets (35,483) (30,174) – –

Net tangible assets 277,356 316,695 87,538 154,873

22. Distributions to shareholders

Dividend payments

On 26 November 2013 the Directors declared a final dividend for the 2013 financial year of 6 cents per share. The dividend was paid on 3 February 2014.The total amount payable was $12,431,606. There were no imputation credits attached to the dividend and TOWER did not offer its Dividend Reinvestment Plan for this dividend.

An interim dividend for the 2014 financial year of 6.5 cents per share was declared by the Board of Directors on 26 May 2014 for the half year ended 31 March 2014. There were no imputation credits attached to the dividend and TOWER did not offer its Dividend Reinvestment Plan for this dividend. The total amount payable was $11,579,537. The dividend was paid on 30 June 2014.

Return of capital

On 26 November 2013 TOWER announced the acquisition of shares under a voluntary buyback offer for TOWER shares listed on the ASX and NZX exchanges and registered in the name of each TOWER ordinary shareholder. On 31 January 2014, this resulted in the acquisition for $1.81 per share and subsequent cancellation of 29,048,308 shares for a total consideration of NZ$52,577,437. This left 178,145,130 shares on issue immediately following the buyback. Australian shareholders received approximately AUD$1.64 per acquired share (based on a NZD/AUD exchange rate of 0.9050 as at the record date).

Small shareholder buyback

On 27 May 2014 TOWER announced options to acquire small shareholdings of fewer than 200 shares. Shareholders had the option to do nothing and have their shares cancelled on 12 September 2014 with them receiving NZ$1.72 per share. Shareholders also had the option of ether increasing their shareholding to more than 200 shares or notify TOWER in writing if they wished to remain a TOWER shareholder with a small parcel. On 17 September 2014 the small shareholder buyback resulted in the cancellation of 2,395,681 shares for a total consideration of NZ$4,120,571. This left 175,749,449 shares on issue immediately following the cancellation. Australian shareholders received approximately AUD$1.55 per cancelled share (based on a NZD/AUD exchange rate of 0.9010 as at the 16 September 2014).

Return of capital and small shareholder buyback transaction costs totalling $418,000 were incurred.


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23. Segmental reporting

GROUP

NE

W Z

EA

LA

ND

G

EN

ER

AL

INS

UR

AN

CE

PA

CIF

IC G

EN

ER

AL

INS

UR

AN

CE

OT

HE

R (H

OL

DIN

G

CO

MP

AN

IES

AN

D

EL

IMIN

AT

ION

S)

TO

TAL

$000 $000 $000 $000

30 September 2014

Revenue

Revenue – external 213,427 38,792 2,645 254,864

Revenue – internal – – – –

Total revenue 213,427 38,792 2,645 254,864

Earnings before interest, tax, depreciation and amortisation 23,250 11,990 1,504 36,744

Interest expense – – (4,104) (4,104)

Depreciation and amortisation – (186) (2,506) (2,692)

Profit before income tax 23,250 11,804 (5,106) 29,948

Income tax credit/(expense) (1) (6,421) (3,612) 1,709 (8,324)

Profit for the year 16,829 8,192 (3,397) 21,624

Total assets 594,094 82,609 113,893 790,596

Total liabilities 406,264 50,380 7,943 464,587

Acquistion of property, plant and equipment, intangibles and other non current assets – 384 16,394 16,778

30 September 2013

Revenue

Revenue – external 181,683 45,539 6,771 233,993

Revenue – internal 2,614 (2,609) (5) –

Total revenue 184,297 42,930 6,766 233,993

Earnings before interest, tax, depreciation and amortisation (919) 13,580 8,175 20,836

Interest expense – – (7,869) (7,869)

Depreciation and amortisation (2) (236) (5,239) (5,477)

Profit before income tax (921) 13,344 (4,933) 7,490

Income tax (expense) (1) 186 (8,772) 1,515 (7,071)

Profit for the year (735) 4,572 (3,418) 419

Total assets (2) 707,623 67,503 182,643 957,769

Total liabilities (2) 471,045 45,282 82,736 599,063

Acquistion of property, plant and equipment, intangibles and other non current assets (4) 159 11,349 11,504

(1) Tax expense of individual segments has been impacted by intercompany reclassifications which have been eliminated for management and segmental reporting. This has a nil impact on the Group.

(2) The investment businesses, Australian liabilities, non-participating and remaining life business has been excluded from the above disclosure as the results, assets and liabilities of this segment are contained within note 37.

Description of segments and other segment informationOperating segments are based on the assets and operations engaged in providing products or services that are subject to risks and returns that are different to those of other operating segments.

Management has determined operating segments are based on internal reporting reviewed by the Board of Directors (Chief Operating Decision Maker) for the purpose of making decisions on resource allocation and assessing performance.

New Zealand general insurance includes all fire and general insurance business written in New Zealand. Pacific general insurance includes all fire and general insurance business with customers in the Pacific Islands written by TOWER insurance subsidiaries and branches operations. Other includes head office expenses, financing costs and eliminations. The health, investments and life businesses have been excluded from the above disclosure as the results of these segments are contained within note 37.

TOWER Group operates predominantly in two geographical segments, New Zealand and the Pacific region. The operations in the United Kingdom and the United States do not represent a significant part of the Group’s operations or hold material non-current assets.

The Group is domiciled in New Zealand. Revenue from external customers in New Zealand (excluding disposal group held for sale) is $216,072,000 (2013: $188,454,000) and total revenue from external customers from other countries is $38,792,000 (2013: $45,539,000).

The Group does not derive revenue from an individual policy holder or intermediary that represents 10% or more of the Group’s total revenue.

24. General insurance business

(A) Analysis of general insurance operating result

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Premium revenue 285,113 267,160 – –

Outward reinsurance expense (48,197) (48,617) – –

Net premium income 236,916 218,543 – –

Claims expense 258,855 198,818 – –

Reinsurance recoveries (119,746) (51,880) – –

Net claims incurred 139,109 146,938 – –

Acquisition costs 38,691 36,281 – –

Other underwriting expenses 39,363 35,226 – –

Underwriting result 19,753 98 – –

Investment and other income 15,303 12,325 – –

Operating profit before taxation 35,056 12,423 – –

Profit before taxation from general insurance 35,056 12,423 – –

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24. General insurance business (continued)

(B) Net general insurance claims incurred

2014 2013

RISKS BORNE IN CURRENT

YEAR

RISKS BORNE

IN PRIOR YEARS TOTAL

RISKS BORNE IN CURRENT

YEAR

RISKS BORNE

IN PRIOR YEARS TOTAL

$000 $000 $000 $000 $000 $000

Gross claims expense

Direct claims – undiscounted 152,282 103,706 255,988 131,045 65,395 196,440

Movement in discount (294) 3,161 2,867 (410) 2,788 2,378

Gross claims expense 151,988 106,867 258,855 130,635 68,183 198,818

Reinsurance and other recoveries

Reinsurance and other recoveries revenue – undiscounted (13,097) (104,753) (117,850) (6,844) (44,961) (51,805)

Movement in discount (14) (1,882) (1,896) 25 (100) (75)

Reinsurance recoveries (13,111) (106,635) (119,746) (6,819) (45,061) (51,880)

Net claims incurred 138,877 232 139,109 123,816 23,122 146,938

Current year amounts relates to risks borne in the current financial year. Prior period amounts relate to a reassessment of the risks borne in all previous financial years including those arising due to the Canterbury earthquakes. Refer to note 35.

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Central estimate of expected present value of future payments for claims incurred 53,174 56,996 – –

Risk margin 23,944 19,350 – –

Claims handling costs 3,314 3,061 – –

80,432 79,407 – –

Discount (1,819) (2,792) – –

Outstanding claims liability 78,613 76,615 – –

(C) Outstanding claims

(a) Assumptions adopted in calculation of general insurance provisions

Estimates of the outstanding claims as at 30 September 2014 have been carried out by the following Actuaries:

General Insurance: P. Davies, B.Bus.Sc, FNZSA, FIA; and C. Hett, FIA, FNZSA, Head of Actuarial Services, Deloitte

The New Zealand actuarial assessments are in accordance with the standards of the New Zealand Society of Actuaries. The Actuaries were satisfied as to the nature, sufficiency and accuracy of the data used to determine the outstanding claims liability. The outstanding claims liability is set at a level that is appropriate and sustainable to cover the Group’s claims obligations after having regard to the prevailing market environment and prudent industry practice.

The following assumptions have been made in determining general insurance net outstanding claims liabilities:

2014 2013

Inflation rates for succeeding year 1.5% to 3.7% 1.5% to 3.7%

Inflation rates for following years 1.5% to 3.7% 1.5% to 3.7%

Discount rates for succeeding year 2.5% to 5.2% 4.0% to 6.2%

Discount rates for following years 2.5% to 5.2% 4.0% to 6.7%

Claims handling expense ratio 3.5% to 15.7% 3.3% to 13.1%

Risk margin 7.0% to 22.9% 6.5% to 10.7%

In addition to the risk margin range shown above, the total risk margin also includes $30,100,000 (2013: $15,900,000) associated with the Canterbury earthquake.

The weighted average expected term to settlement of outstanding claims (except for Canterbury earthquake claims, refer to note 35), based on historical trends is:

Short tail claims within 1 year within 1 year

Long tail claims in the Pacific Islands 1.0 to 1.6 years 1.0 to 3.0 years

Inwards reinsurance greater than 10 years

greater than 10 years

Inflation rate

Insurance costs are subject to inflationary pressures. Inflation assumptions for all general insurance classes of business are based on current economic indicators for the relevant country.

For motor and property classes, for example, claim costs are related to the inflationary pressures of the materials and goods insured as well as labour costs to effect repairs. These costs are expected to increase at a level between appropriate Consumer Price Index (CPI) indices and wage inflation.

Discount rate

General insurance outstanding claims liabilities are discounted to present value using a risk free rate relevant to the term of the liability and the jurisdiction.

Claims handling expense

The estimate of outstanding claims liabilities incorporates an allowance for the future cost of administrating the claims. This allowance is determined after analysing historical claim related expenses incurred by the classes of business.

Risk margin

The outstanding claim liability also includes a risk margin that relates to the inherent uncertainty in the central estimate of the future payments.

Risk margins are determined on a basis that reflects TOWER’s business. Regard is given to the robustness of the valuation models, the reliability and volume of available data, past experience of the insurer and the industry and the characteristics of the classes of business written.

Uncertainty in claims is represented as a volatility measure in relation to the central estimate. The volatility measure is derived after consideration of statistical modelling and benchmarking to industry analysis. The measure of the volatility is referred to as the coefficient of variation, defined as the standard deviation of the distribution of future cash flows divided by the mean.


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Risk margins are calculated for each jurisdiction. The risk margin for all classes when aggregated is less than the sum of the individual risk margins. This reflects the benefit of diversification. The measure of the parameter used to derive the diversification benefit is referred to as correlation, which is adopted with regard to industry analysis, historical experience and actuarial judgement.

The risk margins applied to future claims payments are determined with the objective of achieving at least 75% probability of sufficiency for both the outstanding claims liability and the unexpired risk liability.

The following analysis is in respect of the general insurance businesses:

2014 2013

GROSSREINSUR-

ANCE NET GROSSREINSUR-

ANCE NET

$000 $000 $000 $000 $000 $000

Reconciliation of movements in discounted outstanding claims liability

Balance brought forward 314,990 (238,375) 76,615 427,396 (356,695) 70,701

Effect of change in foreign exchange rates 1,943 (3,120) (1,177) (3,708) 3,830 122

Effect of changes in assumptions – – – (17,690) 271 (17,419)

Incurred claims recognised in the income statement 258,855 (119,746) 139,109 198,818 (51,880) 146,938

Claim (payment) / recoveries during the year (321,720) 185,786 (135,934) (289,826) 166,099 (123,727)

Balance carried forward 254,068 (175,455) 78,613 314,990 (238,375) 76,615

Reconciliation of undiscounted claims to liability for outstanding claims

Outstanding claims undiscounted 4,654 (139) 4,515 6,235 (130) 6,105

Discount (1,566) 70 (1,496) (2,482) 66 (2,416)

Outstanding claims 3,088 (69) 3,019 3,753 (64) 3,689

Short tail outstanding claims 75,594 72,926

Total outstanding claims as per balance sheet 78,613 76,615

(b) Sensitivity analysis and terms of insurance business

Generally all insurance business entered into is short tail in nature. Key sensitivities relate to the volume of claims and in particular those for significant events such as earthquakes or weather events.

The Group has exposure to some historic inwards reinsurance business which is in run off. While this business is not large, it is sensitive to claims experience, timing of claims and changes in assumptions. Movement in these variables does not have a material impact on the performance and equity of the Group.

(c) Future net cash out flows

The following table shows the expected run-off pattern of net undiscounted outstanding claims.

GENERAL INSURANCE

2014 2013

$000 $000

Expected Claims Run Off

Within 3 months 26,248 23,588

3 to 6 months 9,000 7,596

6 to 12 months 6,002 5,627

After 12 months 37,363 39,804

Total 78,613 76,615

(D) Risk management policies and proceduresThe financial condition and operations of the general insurance business are affected by a number of key risks including insurance risk, interest rate risk, currency risk, market risk, financial risk, compliance risk, fiscal risk and operational risk, refer to note 26. Notes on the policies and procedures employed in managing these risks in the general insurance business are set out below.

(a) Objectives in managing risks arising from insurance contracts and policies for mitigating those risks

The risk management activities include prudent underwriting, pricing, and management of risk, together with claims management, reserving and investment management. The objective of these disciplines is to enhance the financial performance of the insurance operations and to ensure sound business practices are in place for underwriting risks and claims management.

The key processes and controls in place to mitigate risk arising from writing general insurance contracts include:

- comprehensive management information systems and actuarial models using historical information to calculate premiums and monitor claims;

- monitoring natural disasters such as earthquakes, floods, storms and other catastrophes using models; and

- the use of reinsurance to limit the Group’s exposure to individual catastrophic risks.

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24. General insurance business (continued)(b) Concentration of insurance risk

RISKSOURCE OF CONCENTRATION

RISK MANAGEMENT MEASURES

An accumulation of risks arising from a natural peril

Insured property concentrations

Accumulation risk modelling, reinsurance protection

A large property loss Fire or collapse affecting one building or a group of adjacent buildings

Maximum acceptance limits, property risk grading, reinsurance protection

Inclusion of multiple classes of casualty business in the one event

Response by a multitude of the Group’s policies to the one event, for example a construction liability and professional indemnity policy

Purchase of reinsurance clash protection

(c) Development of claims

The following table shows the development of net undiscounted general insurance outstanding claims relative to the current estimate of ultimate claims costs for the five most recent years.

INCIDENT YEAR

PRIOR 2010 2011 2012 2013 2014 TOTAL

$000 $000 $000 $000 $000 $000 $000

Ultimate claims cost estimate

At end of incident year 110,287 113,814 113,839 123,816 138,878

One year later 109,078 127,689 117,277 124,667 –

Two years later 108,277 147,024 116,819 – –

Three years later 108,968 147,438 – – –

Four years later 109,481 – – – –

Earlier – – – – –

Current estimate of ultimate claims cost 109,481 147,438 116,819 124,667 138,878

Cumulative payments (108,460) (137,136) (115,770) (121,216) (105,303)

Undiscount-ed central estimate 3,774 1,022 10,303 1,049 3,451 33,575 53,174

Discount to present value (1,481) – (12) (2) (17) (307) (1,819)

Discounted central estimate 2,293 1,022 10,291 1,047 3,434 33,268 51,355

Claims handling expense 3,314

Risk margin 23,944

Net outstanding claims liabilities 78,613

INCIDENT YEAR

PRIOR 2010 2011 2012 2013 2014 TOTAL

$000 $000 $000 $000 $000 $000 $000

Reinsurance recoveries on outstanding claims liabilities and other recoveries 175,455

Gross outstanding claims liabilities 254,068

(E) Liability adequacy testLiability adequacy tests are performed to determine whether the unearned premium liability is sufficient to cover the present value of the expected cash flows arising from rights and obligations under current insurance contracts, plus an additional risk margin to reflect the inherent uncertainty in the central estimate. The future cash flows are future claims, associated claims handling costs and other administration costs relating to the business.

If the unearned premium liability less related deferred acquisition costs exceeds the present value of the expected future cash flows plus the additional risk margin to reflect the inherent uncertainty in the central estimate then the unearned premium liability is deemed to be sufficient. The risk margins applied to future claims were determined with the objective of achieving at least 75% probability of sufficiency of the unexpired risk liability using the same methodology as described above.

CENTRAL ESTIMATE CLAIM % OF PREMIUM RISK MARGIN

2014 2013 2014 2013

General Insurance 42.5% 43.7% 13.6% 11.8%

Unearned premium liabilities as at 30 September 2014 were sufficient (2013: sufficient).

(F) Insurer financial strength ratingTOWER Insurance Limited has an insurer financial strength rating of ‘A–’ (Excellent) issued by international rating agency A.M. Best Company Inc. with an effective date of 25 July 2014.

(G) Reinsurance programmeReinsurance programmes are structured to adequately protect the general insurance companies’ solvency and capital positions. The adequacy of reinsurance cover is modelled on assessing TOWER’s exposure under a range of scenarios. The plausible scenario that has the most financial significance for TOWER is a major Wellington earthquake. Each year, as part of setting the coming year’s reinsurance cover, comprehensive modelling of the event probability and amount of the Group’s exposure is undertaken.


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(H) Solvency requirementsThe minimum solvency capital required to be retained to meet solvency requirements under the Insurance (Prudential Supervision) Act 2010 are shown below. The actual solvency capital exceeds the minimum requirements for TOWER Insurance Limited general insurance group by $125 million.

2014 2013

$000 $000

Actual Solvency Capital 199,400 195,993

Minimum Solvency Capital 74,600 78,805

Solvency Margin 124,800 117,188

On 22 August 2014 the Reserve Bank of New Zealand imposed a condition of license requirement for TOWER Insurance Limited to maintain a minimum solvency margin of $50.0 million.

The methodology and bases for determining the Solvency Margin are in accordance with the requirements of the Solvency Standard for Non-life Insurance Business published by the Reserve Bank of New Zealand.

25. Financial instrument categoriesThe analysis of financial assets and liabilities into their categories and classes is set out in the following tables.

GROUP

FAIR VALUE THROUGH PROFIT OR LOSS

TOTAL

LOANS AND RECEIV-

ABLES DESIGNATEDHELD FOR

TRADING

$000 $000 $000 $000

As at 30 September 2014

Financial assets

Cash and cash equivalents 168,062 168,062 – –

Reinsurance recoveries receivable 187,590 187,590 – –


Other receivables 6,869 6,869 – –

Investment in equity securities 1,835 – 1,835 –

Investment in fixed interest securities 210,538 – 210,538 –

Investment in property securities 34 – 34 –

Total financial assets 696,764 484,357 212,407 –

GROUP


TOTAL

LOANS AND RECEIV-

ABLES DESIGNATEDHELD FOR

TRADING

$000 $000 $000 $000


Financial assets

Cash and cash equivalents 341,624 341,624 – –

Reinsurance recoveries receivable 257,310 257,310 – –


Unsettled investments sale 601 601 – –

Other receivables 4,865 4,865 – –

Derivative financial assets 122 – – 122

Investment in equity securities 1,685 – 1,685 –

Investment in fixed interest securities 144,897 – 144,897 –

Investment in property securities 855 – 855 –

Total financial assets 866,494 718,935 147,437 122

GROUP


FINANCIAL LIABILITIES

AT AMORTISED

COSTTOTAL DESIGNATEDHELD FOR

TRADING

$000 $000 $000 $000


Financial liabilities

Trade payables 14,200 – – 14,200

Reinsurance payables 2,967 – – 2,967

Other payables 14,168 – – 14,168

Derivative financial liabilities 46 – 46 –

Total financial liabilities 31,381 – 46 31,335



Trade payables 11,902 – – 11,902

Reinsurance payables 5,864 – – 5,864

Other payables 6,204 – – 6,204

Interest bearing liabilities 82,791 – – 82,791

Total financial liabilities 106,761 – – 106,761

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25. Financial instrument categories (continued)

COMPANY

TOTALLOANS AND

RECEIVABLES

$000 $000


Financial assets

Cash and cash equivalents 2,891 2,891

Related party receivables 22,888 22,888

Total financial assets 25,779 25,779


Financial assets


Related party receivables 20,008 20,008

Total financial assets 21,515 21,515

COMPANY

TOTAL

FINANCIAL LIABILITIES AT

AMORTISED COST

$000 $000



Other payables 2,877 2,877

Related party payables 172,764 172,764

Total financial liabilities 175,641 175,641



Other payables 1,732 1,732

Related party payables 102,345 102,345

Total financial liabilities 104,077 104,077

26. Risk management and financial instrument informationThe financial condition and operating results of the Group are affected by a number of key financial and non-financial risks. Financial risks include market risk, credit risk, financing and liquidity risk. The non-financial risks include insurance risk, compliance risk and operational risk. The Group’s objectives and policies in respect of insurance risks are disclosed in notes 24, while the managing of financial and other non financial risks are set out in the remainder of this section.

TOWER’s objective is to satisfactorily manage these risks in line with the Board approved Group Risk and Compliance framework policy. Various procedures are in place to help identify, mitigate and monitor the risks faced by the Group. Business managers are responsible for understanding and managing their risks including operational and compliance risk. The consolidated entity’s exposure to all high and critical risks is reported monthly to the board and quarterly to the Audit and Risk Committee.

The Board has delegated to the Audit and Risk Committee the responsibility to review the effectiveness and efficiency of management processes, internal audit services, group risk management and internal financial controls and systems as part of their duties. A Risk and Compliance team is in place in an oversight and advisory capacity and to manage the risk and compliance framework.

Financial risks are generally monitored and controlled by selecting appropriate assets to back policy liabilities. The assets are regularly monitored to ensure that there are no material asset and liability mismatching issues and other risks such as liquidity risk and credit risk are maintained within acceptable limits.

The Board is responsible for:

- reviewing investment policy for TOWER shareholder and policyholder funds;

- reviewing the risk management policy and statements in respect of investment management, including the derivative policy;

- considering the establishment, adjustment or deletion of limits and counter-party approvals, and the scope of financial instruments to be used in the management of TOWER’s investments;

- reviewing the appointment of external investment managers;

- monitoring investment and fund manager performance; and

- monitoring compliance with investment policies and client mandates.

(A) Market riskMarket risk is the risk of change in the fair value of financial instruments from fluctuations in the foreign exchange rates (currency risk), market interest rates (interest rate risk) and market prices (price risk), whether such change in price is caused by factors specific to an individual financial instrument or its issuer or factors affecting all financial instruments traded in a market.

The impact of reasonably possible changes in market risk on the Group shareholders’ profit and equity is included in note 26(F) below.

(i) Currency risk

Currency risk is the risk of loss resulting from changes in exchange rates when applied to assets and liabilities or future transactions denominated in a currency that is not the Group’s functional currency. The exposure is not considered to be material.

TOWER’s principal transactions are carried out in New Zealand Dollars and its exposure to foreign exchange risk arises primarily with respect to the Pacific Island General Insurance business.

TOWER generally elects to not hedge the capital invested in overseas entities, thereby accepting the foreign currency translation risk on invested capital.

The Board sets limits for the management of currency risk arising from its investments based on prudent international asset management practice. Regular reviews are conducted to ensure that these limits are adhered to. In accordance with this policy, TOWER does not hedge the currency risk arising from translation of the financial statements of foreign operations other than through net investments in foreign operations.

(ii) Interest rate risk

Interest rate risk is the risk that the value or future value cash flows of a financial instrument will fluctuate because of changes in interest rates.

The Board is responsible for the management of the interest rate risk arising from external borrowings. As at 30 September 2014 there were no interest rate swaps in place in relation to external borrowings (2013: nil). The Group manages interest rate risk arising from its interest bearing investments in accordance with approved investment management agreements.


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Interest rate risk arises in general insurance to the extent that there is a mismatch between the fixed interest portfolios used to back outstanding claims liabilities and those outstanding claims. Interest rate risk is managed by matching the duration profiles of investment assets and outstanding claim liabilities. The exposure is not considered to be material.

Interest rate and other market risks are managed by the Group through a strategic asset allocation policy and an investment management policy that has regard to policyholder expectations and risks and to target surplus for solvency as advised by the Appointed Actuary.

(iii) Price risk

Price risk is the risk of loss resulting from the decline in prices of equity securities or other assets. As at 30 September 2014 there was no exposure to price risk. TOWER’s exposure to pricing risk as at 30 September 2013 was due to TOWER Life (N.Z.) Limited’s investments in publicly traded equity securities and other unit trusts. Price risk was managed by diversification of the investment portfolio, which was done in accordance with the limits set by investment mandates and monitored by the Board. TOWER Life (N.Z.) Limited’s remaining life business was sold on the 29 August 2014; further details are disclosed in note 37(E).

(B) Credit riskCredit risk is the risk of loss that arises from a counterparty failing to meet their contractual commitment in full and on time, or from losses arising from the change in value of a trading financial instrument as a result in changes in credit risk of that instrument.

The Group’s exposure to credit risk is limited to cash deposits and investments held with banks and other financial institutions as well as credit exposure to trade customers or other counterparties. Credit exposure in respect of the Company’s cash deposit balances is limited to banks with minimum AA credit ratings. Investments held with banks and financial institutes that are managed by investment managers have a minimum credit rating accepted by the Group of ‘A’. Independent ratings are used for customers that are rated by rating agencies. For customers with no external ratings, internally developed minimum credit quality requirements are applied, which take into account customers’ financial position, past experience and other relevant factors. Overall exposure to credit risk is monitored on a group basis in accordance with limits set by the Board. The Company has no significant exposure to credit risk.

(i) Credit risk concentration

Concentration of credit risk exists when the Group enters into contracts or financial instruments with a number of counterparties that are engaged in similar business activities or exposed to similar economic factors that might affect their ability to meet contractual obligations. TOWER manages concentration of credit risk by credit rating, industry type and individual counterparty.

The significant concentrations of credit risk are outlined by industry type below:

CARRYING VALUE

2014 2013

$000 $000

New Zealand government 2,990 13,773

Other government agencies 13,428 23,635

Banks 343,341 447,835

Financial institutions 19,187 1,920

Other non-investment related receivable 314,290 373,077

Other industries 1,659 3,114

Total financial assets with credit exposure 694,895 863,354

(ii) Maximum exposure to credit risk

The Group’s maximum exposure to credit risk without taking account of any collateral or any other credit enhancements, is as follows:

CARRYING VALUE

2014 2013

$000 $000


Loans and receivables 316,295 376,711

Financial assets at fair value through profit or loss 210,538 144,897

Derivative financial assets – 122

Total credit risk 694,895 863,354

(iii) Credit quality of financial assets that are neither past due nor impaired

The credit quality of financial assets that are neither past due nor impaired can be assessed by reference to external credit ratings (if applicable) or to historical information about counterparty default rates:

CARRYING VALUE

2014 2013

$000 $000

Credit exposure by credit rating

AAA 85,549 59,602

AA 278,185 397,872

A – 5,053

Below BBB 13,810 12,798

Total counterparties with external credit rating by Standard and Poor’s 377,544 475,325

Group 1 305,894 361,555

Group 2 – –

Group 3 1,402 12,499

Total counterparties with no external credit rating 307,296 374,054

Total financial assets neither past due nor impaired with credit exposure 684,840 849,379

Group 1 – trade debtors outstanding for less than 6 months

Group 2 – trade debtors outstanding for more than 6 months with no defaults in the past

Group 3 – unrated investments

TOWER invests in a number of Pacific region investment markets through its Pacific Islands operations to comply with local statutory requirements and in accordance with TOWER investment policies. These investments relate to the general insurance business of the Group and generally have low credit ratings. These investments represent the majority of the value included in the ‘Below BBB’ and unrated categories in the table above.

(iv) Financial assets that would otherwise be past due whose terms have been renegotiated

None of the financial assets that are fully performing have been renegotiated in the past year (2013: nil).

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26. Risk management and financial instrument information (continued)(v) Financial assets that are past due but not impaired

The Group considers that financial assets are past due if payments have not been received when contractually due. At the reporting date, the total of carrying value of past due but not impaired assets held by the Group is as follows:

PAST DUE BUT NOT IMPAIRED

LESS THAN

30 DAYS31 TO

60 DAYS61 TO

90 DAYSOVER

90 DAYS TOTAL

$000 $000 $000 $000 $000


Reinsurance recoveries receivable 134 29 78 1,120 1,361

Outstanding premiums and trade receivables 4,361 2,749 481 1,071 8,662

Total 4,495 2,778 559 2,191 10,023


Reinsurance recoveries receivable 80 474 620 3,509 4,683

Outstanding premiums and trade receivables 5,550 2,434 1,098 210 9,292

Total 5,630 2,908 1,718 3,719 13,975

The parent company does not have past due financial assets as at 30 September 2014 (2013: Nil).

(vi) Financial assets that are individually impaired

Financial assets that have been individually impaired in the past year are as follows (2013: nil):

CARRYING VALUE

2014 2013

$000 $000

Outstanding premiums and trade receivables 32 –

Total 32 –

(C) Financing and liquidity riskFinancing and liquidity risk is the risk that the Group will not be able to meet its cash outflows or refinance debt obligations, as they fall due, because of lack of liquid assets or access to funding on acceptable terms.

To mitigate financing and liquidity risk the Group treasury function maintains sufficient liquid assets to ensure that the Group can meet its debt obligations and other cash outflows on a timely basis.

(i) Financial liabilities and guarantees by contractual maturity

The table below summarises the Group’s financial liabilities and guarantees into relevant maturity groups based on the remaining period at the balance date to the contractual maturity date. All amounts disclosed are contractual undiscounted cash flows that include interest payments and exclude the impact of netting agreements.

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$000 $000 $000 $000 $000 $000 $000


Financial liabilities and guarantees

Trade payables 14,200 14,200 13,776 424 – – –

Reinsurance payables 2,967 2,967 2,967 – – – –

Other payables 14,168 14,168 14,168 – – – –

Derivative financial liabilities (1) 46 90 55 31 4 – –

Total financial liabilities and guarantees 31,381 31,425 30,966 455 4 – –


Financial liabilities and guarantees

Trade payables 11,902 11,902 11,902 – – – –

Reinsurance payables 5,864 5,864 5,864 – – – –

Other payables 6,204 6,204 6,204 – – – –

Interest bearing liabilities 82,791 85,510 85,510 – – – –

Total financial liabilities and guarantees 106,761 109,480 109,480 – – – –

(1) Please see note 26(E) for total cash flows for forward foreign exchange contracts.

COMPANY

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$000 $000 $000 $000



Related party payables 172,764 172,764 – 172,764

Other payables 2,877 2,877 2,877 –

Total financial liabilities 175,641 175,641 2,877 172,764



Related party payables 102,345 102,345 – 102,345

Other payables 1,732 1,732 1,732 –

Total financial liabilities 104,077 104,077 1,732 102,345


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(D) Fair values of assets and liabilitiesFair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. Refer below for details of valuation methods used for each category of financial assets and liabilities.

The carrying amounts of all assets and liabilities reasonably approximate their fair values.

The following methods and assumptions were used by TOWER in estimating the fair values of assets and liabilities.

(i) Cash and cash equivalents

The carrying amount of cash and cash equivalents reasonably approximates its fair value.

(ii) Financial assets at fair value through profit or loss and held for trading

The fair value of financial instruments traded in active markets is based on quoted market prices at the balance sheet date. A market is regarded as active if quoted prices are readily and regularly available from an exchange, dealer, broker, industry group, pricing service, or regulatory agency, and those prices represent actual and regularly occurring market transactions on an arm’s length basis. The quoted market price used for financial assets held by the Group is the current bid price. These instruments are included in Level 1.

The fair value of financial instruments that are not traded in an active market (for example, over-the-counter derivatives) is determined by using valuation techniques. These valuation techniques maximise the use of observable market data where it is available and rely as little as possible on entity specific estimates. If all significant inputs required to fair value an instrument are observable, the instrument is included in Level 2. The following fair value measurements are used:

- The fair value of fixed interest securities is based on the maturity profile and price/yield.

- The fair value of forward foreign exchange contracts is determined using forward exchange rates at the balance sheet date, with the resulting value discounted back to present value.

- Other techniques, such as discounted cash flow analysis, are used to determine fair value for the remaining financial instruments.

If one or more of the significant inputs is not based on observable market data, the instrument is included in Level 3. At 30 September 2014, the level 3 category includes an investment in equity securities of $1,835,000 (2013: $1,685,000). This investment is in unlisted shares of a company which owns one building. The fair value is calculated based on the net assets of the property owned company from the most recently available financial information. The property is periodically independently valued.

(iii) Loans and receivables and other financial liabilities held at amortised cost

Carrying values of loans and receivables, adjusted for impairment values, and carrying values of other financial liabilities held at amortised cost reasonably approximate their fair values.

(iv) Derivative financial liabilities and assets

The fair value of derivative financial liabilities and assets is determined by reference to market accepted valuation techniques using observable market inputs.

There have been no transfers between levels of the fair value hierarchy during the current financial year (2013: nil).

The following tables present the Group’s assets categorised by fair value measurement hierarchy levels. There has been no designated financial liability held at fair value through the income statement (2013: nil).

GROUP

TOTAL LEVEL 1 LEVEL 2 LEVEL 3

$000 $000 $000 $000


Assets

Investment in equity securities 1,835 – – 1,835

Investments in fixed Interest securities 210,538 – 210,538 –

Investments in property securities 34 – 34 –

Total financial assets 212,407 – 210,572 1,835


Assets

Derivative financial assets 122 – 122 –

Investment in equity securities 1,685 – – 1,685

Investments in fixed Interest securities 144,897 – 144,897 –

Investments in property securities 855 – 855 –

Total financial assets 147,559 – 145,874 1,685

The following table represents the changes in Level 3 instruments for the year ended 30 September.

INVESTMENT IN EQUITY SECURITIES

2014 2013

$000 $000

Opening balance 1,685 3,251

Total gains and losses recognised in profit and loss – (1,050)

Foreign currency movement 150 (516)

Closing balance 1,835 1,685

The following table shows the sensitivity of Level 3 measurements to reasonably possible favourable or unfavourable changes in assumptions used to determine the fair value of the financial asset. If the market value of the investment in equity securities were to change by +/– 10% the impact is outlined below:

CARRYING AMOUNT

FAVOURABLE CHANGES

OF 10%

UNFAVOURABLE CHANGES OF

10%

$000 $000 $000

2014

Investment in equity securities 1,835 184 (184)

2013

Investment in equity securities 1,685 169 (169)

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(E) Derivative financial instrumentsThe Group utilises derivative financial instruments to reduce investment risk. Specifically, derivatives are used to achieve cost effective short-term re-weightings of asset class, sector and security exposures and to hedge portfolios, as an economic hedge, when a market is subject to significant short-term risk.

Derivative financial instruments used by the Group include interest rate swaps and foreign exchange forward contracts. Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently remeasured at their fair value. The fair values of interest rate swaps are calculated by discounting estimated future cash flows based on the terms and maturity of each contract using market interest rates. The average interest rate is based on the outstanding balances at the start of the financial year.

The table below details the notional principal amounts (amounts used to calculate payments made on swap contracts), fair values and remaining terms of interest rate swap contracts outstanding as at reporting date:

AVERAGE CONTRACTED

FIXED INTEREST NOTIONAL

PRINCIPAL AMOUNT FAIR VALUE

2014 2013 2014 2013 2014 2013

% % $000 $000 $000 $000

Less than 1 year 0% 0% – – – –

1 to 2 years 0% 0% – – – –

2 to 5 years 5% 3% 21,000 10,400 (46) 34

over 5 years 0% 0% – – – –

21,000 10,400 (46) 34

The Group has no foreign exchange forward contracts.

(F) Sensitivity analysis The analysis below demonstrates the impact of changes in interest rates, exchange rates and equity prices on profit after tax and equity on continuing business. The analysis is based on changes in economic conditions that are considered reasonably possible at the reporting date. The potential impact is assumed as at the reporting date.

(i) Interest rate

The impact of a 50 basis point change in New Zealand and international interest rates as at the reporting date on the Group’s profit after tax and equity is included in the table below. The sensitivity analysis assumes changes in interest rates only. All other variables are held constant.

2014 2013

IMPACT ON IMPACT ON

PROFIT AFTER

TAX EQUITY

PROFIT AFTER

TAX EQUITY

$000 $000 $000 $000

Change in variables

+50 basis points (750) (750) (879) (879)

–50 basis points 544 544 584 584

This analysis assumes that the sensitivity applies to the closing market yields of fixed interest investments. A parallel shift in the yield curve is assumed.

The risks assumed and methods used for deriving sensitivity information and significant variables have been applied consistently over the reporting period included in the analysis.

(ii) Foreign currency

The table below demonstrates the impact of a 10% movement of currency rates against the New Zealand dollar on profit after tax and equity. The analysis assumes changes in foreign currency rates only, with all other variables held constant. The potential impact on the profit and equity of the Group is due to the changes in fair value of currency sensitive monetary assets and liabilities as at the reporting date.

2014 2013

IMPACT ON IMPACT ON

PROFIT AFTER

TAX EQUITY

PROFIT AFTER

TAX EQUITY

$000 $000 $000 $000

Change in variables

10% appreciation of New Zealand dollar 330 (6,161) 291 (6,812)

10% depreciation of New Zealand dollar (403) 7,530 (274) 8,408

The dollar impact of the change in currency movements is determined by applying the sensitivity to the value of the unhedged international assets.

The risks assumed and methods used for deriving sensitivity information and significant variables have been applied consistently over the reporting period included in the analysis.

(iii) Equity price

Equity price risk is the risk that the fair value of equities will decrease as a result of changes in levels of equity indices and the value of individual stocks. The Group does not hold any equities at fair value through profit or loss (2013: nil).

(iv) Other price

Other price sensitivity includes sensitivity to unit price fluctuations. Unit price risk is the risk that the fair value of investments in property fund units and international equities held in unit trusts will decrease as a result of changes in the value of these units. The Group holds all of its investments in property securities, international equities and other unit trusts at fair value through profit or loss.

The table below demonstrates the impact of a 10% movement in the value of property funds and other unit trusts on the profit after tax and equity of the Group. The potential impact is assumed as at the reporting date.

2014 2013

IMPACT ON IMPACT ON

PROFIT AFTER

TAX EQUITY

PROFIT AFTER

TAX EQUITY

$000 $000 $000 $000

Change in variables

+10% property funds and other unit trusts 2 2 59 59

–10% property funds and other unit trusts (2) (2) (59) (59)

The risks assumed and methods used for deriving sensitivity information and significant variables have been applied consistently over the two reporting periods included in the analysis.

26. Risk management and financial instrument information (continued)


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27. Capital risk managementThe Group’s objective when managing capital is to ensure that the Group’s level of capital is sufficient to meet statutory solvency obligations including a look forward basis to enable it to continue as a going concern in order to provide returns for shareholders and benefits for other stakeholders of the Group.

The Group’s capital resources include ordinary shareholders’ equity and interest bearing liabilities.

GROUP

2014 2013

$000 $000

Interest bearing liabilities (Note 16) – 82,791

TOWER shareholder equity 324,410 379,815

Total capital resources 324,410 462,606

The Group measures adequacy of their capital against Solvency Standards for Non-life Insurance (the solvency standards) published by the Reserve Bank of New Zealand (RBNZ) alongside additional capital held to meet RBNZ minimum requirements and any further capital as determined by the Board.

From 22 August 2014 the Group is required to maintain a minimum solvency margin of no less than $50,000,000 in TOWER Insurance Limited. The actual solvency capital as determined under the solvency standards should exceed the minimum solvency capital level by at least these amounts. The amount retained as minimum solvency capital is shown note 24 (H).

During the year ended 30 September 2014 the Group complied with all externally imposed capital requirements.

The Group holds assets in excess of the levels specified by the various solvency requirements to ensure that they continue to meet the minimum requirements under a reasonable range of adverse scenarios. The Group’s capital management strategy forms part of the Group’s broader strategic planning process overseen by the Audit and Risk Committee.

28. Operating leases

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

As lessee

Rent paid under non-cancellable operating leases during the year 3,834 4,413 – –

Rent payable under non-cancellable operating leases to the end of the lease terms are:

– Not later than one year 3,492 4,703 – –

– Later than one year and not later than five years 9,953 1,569 – –

– Later than five years 9,754 293 – –

23,199 6,565 – –

Operating lease payments represent the future rentals payable for office space under current leases. Initial leases were for an average of four years with rental rates reviewed every two to six years.

29. Cash and cash equivalents

(A) Reconciliation of cash at the end of the year

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Cash at bank and in hand 24,253 15,100 2,891 1,507

Deposits at call 143,809 326,524 – –

Total cash and cash equivalents 168,062 341,624 2,891 1,507

The effective interest rate for deposits at call is 4% (2013: 3.0%). The balances primarily mature within three months of balance date.

Offsetting within cash and cash equivalents was as follows:

Cash at bank and on call 168,062 342,775

Bank overdraft – (1,151)

Total cash and cash equivalents 168,062 341,624

(B) Reconciliation of profit for the period to net cash flows from operating activities

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Profit after tax for the year 23,611 34,375 13,868 178,786

Add/(less) non-cash items

Depreciation of property, plant and equipment 1,761 1,829 – –

Amortisation of software 931 3,648 – –

Change in life insurance and life investment contract liabilities 1,194 (25,316) – –

Unrealised (loss)/gain on financial assets (22,978) 41,902 – –

Share based payments expense and movement in fair value of employee share option derivative – 17 – –

Increase/(decrease) in deferred tax 16,029 (13,959) – –

Movement on disposal of property, plant and equipment 673 420 – –

Intangible asset impairment net of tax – 32,328 – –

Gross (loss)/gain on sale of subsidiaries 6,319 (96,056) – –

27,540 (20,812) 13,868 178,786

Add/(less) movements in working capital (excluding the effects of exchange differences on consolidation)

Decrease in receivables 74,374 106,464 – 277

Decrease in payables (69,959) (87,379) (13,577) (177,549)

Decrease/(increase) in taxation 68 (9,130) – –

4,483 9,955 (13,577) (177,272)

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29. Cash and cash equivalents (continued)

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Add other items classified as financing activities

Decrease in capitalised costs 353 800 – –

Net cash inflow/(outflow) from operating activities 32,376 (10,057) 291 1,514

30. Contingent liabilitiesThe Group has no contingent liabilities as at 30 September 2014.

The Group is occasionally subject to claims and disputes as a commercial outcome of conducting its insurance business. Provisions are recorded for these claims or disputes when it is probable that an outflow of resources will be required to settle any obligations. Best estimates are included within claims reserves for any litigation that has arisen in the usual course of business.

31. Capital commitmentsThe Group has capital commitments of approximately $4,641,000 at reporting date related to software under development (2013: $2,556,000).

32. Share based paymentsThe Company has no active executive share option scheme as at 30 September 2014. All fully vested share options were forfeited in December 2013. The equity settled conditions during the current financial year are set out in the tables below. The exercise prices were set at the average of the share price for the 5 days before grant date. Subject to the discretion of the Board, options are forfeited if an employee leaves the Group before the options vest.

Vesting requirements include service and performance conditions. The performance condition is based on a market condition such as total shareholder return achieved at the end of each reporting period. The holders of the options are not entitled to dividends or have other shareholder benefits, including voting rights.

The grant date fair value for options was estimated by using a binomial pricing model. The main inputs to the model were as follows:

TERMS OF SHARE SCHEMES TRANCHE F

Exercise price after rights issue $2.10

Grant date 11-Dec-07

Vesting date 1-Dec-10

Expiry date 1-Dec-13

Expected volatility 20%

Risk free rate 5.71%

Amount expensed during 2014 year ($000) –

Amount expensed during 2013 year ($000) –

Expected volatility was determined by looking at the performance of the share price over a number of periods ranging from six months to two years adjusted to remove significant impacts arising from one off events.

The expected life is based on best estimates of management allowing for non-transferability, exercise restrictions and behavioural considerations. No share options were issued in 2014 (2013: nil).

Tranche F share options that were forfeited during the 2014 year of $44,225 were transferred to retained earnings.

The following reconciles the share options outstanding at the beginning and end of the year.

NUMBER OF OPTIONS

TRANCHE F

WEIGHTED AVERAGE

EXERCISE PRICE

30 September 2014

Outstanding at start of year 100,000 $2.10

Forfeited (100,000) $2.10

Outstanding at the end of the year – $2.10

Exercisable at the end of the year – $2.10

NUMBER OF OPTIONSWEIGHTED

AVERAGE EXERCISE

PRICETRANCHE E TRANCHE F TRANCHE G TRANCHE I

30 September 2013

Outstanding at start of year 3,000,000 300,000 200,000 300,000 $1.92

Forfeited (3,000,000) (200,000) – (300,000) $1.95

Exercised – – (200,000) – $1.38

Outstanding at the end of the year – 100,000 – – $2.10

Exercisable at the end of the year – 100,000 – – $2.10

All tranches had been fully vested as at 30 September 2013.

33. Transactions and balances with related parties

(A) SubsidiariesDuring the year there have been transactions between TOWER Limited and its subsidiaries. Balances outstanding are interest free and payable on demand.

Related party receivable and payable balances of TOWER Limited at the reporting date were as follows:

2014 2013NATURE OF RELATIONSHIP

TYPE OF TRANSACTIONRELATED PARTY $000 $000

TOWER New Zealand Limited 22,888 20,008 Subsidiary Advance

TOWER Operations Limited (172,750) (102,346) Subsidiary Loan

TOWER Insurance Limited (14) – Subsidiary Settlement

The receivable owing from TOWER consolidated tax group members in 2014 of nil (2013: nil) represents the benefit of tax losses offset by TOWER Limited as a member of the TOWER consolidated tax group. All subsidiary companies incorporated in New Zealand listed in note 11 except for TOWER Option Scheme Limited are members of the TOWER consolidated tax group.


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TOWER Limited enters into transactions with its related parties in the normal course of business. Transactions during the year included partial settlement of intercompany balances and intercompany dividends as shown below:

2014 2013NATURE OF RELATIONSHIP

TYPE OF TRANSACTIONRELATED PARTY $000 $000

TOWER New Zealand Limited 2,902 29,333 Subsidiary

Settlement/Advance

TOWER Financial Services Group Limited 14,000 178,453 Subsidiary Dividend

TOWER Operations Limited (70,000) (102,346) Subsidiary Loan

TOWER Operations Limited (404) – SubsidiaryOperation expense

TOWER Insurance Limited (14) – SubsidiaryOperation expense

TOWER New Zealand Limited – 1,153 Subsidiary

Group tax loss offset

During the year a number of the Company’s subsidiaries have been amalgamated resulting in the transfer of intercompany balances of these subsidiaries to the amalgamating entities. These transfers have not been included in the above movements due to non-transactional nature of the transfers.

(B) Key management personnel compensationThe remuneration of key management personnel during the year was as follows:

GROUP COMPANY

2014 2013 2014 2013

$000 $000 $000 $000

Salaries and other short-term employee benefits paid 2,000 3,384 – –

Termination benefits – 1,042 – –

Share based payments – 17 – –

Independent directors fees (1) 495 824 495 724

2,495 5,267 495 724

(1) Information regarding individual directors’ and executives’ compensation is provided in the Corporate Governance section of the Annual Report.

(C) Loans to key management personnelThere have been no loans made to directors of the Company and other key management personnel of the Group, including their personally related parties (2013: nil).

(D) Other transactions with key management personnelKey management also hold various policies and accounts with TOWER Group companies. These are operated in the normal course of business on normal customer terms.

Up until 29 September 2013, Guinness Peat Group Plc (GPG) held approximately 34% of TOWER’s shares, which made it a related party to the Group. The Group did not have any material transactions or balances with GPG, other than in the normal course of its investment activities.

34. Earnings per shareBasic earnings per share are calculated by dividing the net profit attributed to shareholders of the Company by the weighted average number of ordinary shares in issue during the year.

Diluted earnings per share is calculated by dividing the net profit attributed to shareholders of the Company by the weighted average number of ordinary shares on issue during the year adjusted for the weighted average number of ordinary shares that would be issued on the conversion of all the dilutive potential ordinary shares into ordinary shares.

There was no dilutive impact of outstanding share options on basic earnings per share for 2014 (2013: nil).

GROUP

2014 2013

$000 $000

Profit attributable to shareholders from continuing operations 21,207 289

Profit attributable to shareholders from discontinuing operations 1,987 33,956

NUMBER OF SHARES

Weighted average number of ordinary shares for basic and diluted earnings per share 187,795,541 238,455,989

CENTS

Basic and diluted earnings per share from continuing operations 11.29 0.12

Basic and diluted earnings per share from discontinued operations 1.06 14.24

35. Impact of Canterbury earthquakes There remains considerable uncertainty surrounding the measurement of gross claims liabilities in respect of the Canterbury earthquakes. This uncertainty arises from a number of factors including; longer than normal claims development periods; the allocation of claim costs between events; building cost related inflation; EQC recoveries and complexities associated with determining risk margin, discount rates, inflation and other key actuarial assumptions.

For the year ended 30 September 2014, gross ultimate incurred claims is $706,900,000 (2013: $600,400,000) in respect of the 4 September 2010, 22 February 2011, 13 June 2011 and 23 December 2011 earthquakes. There is no impact on the income statement from this increase in gross incurred claims due to reinsurance cover.

A key factor determining the level of impact on the income statement is the apportionment of the gross ultimate incurred claims and associated reinsurance recoveries across the various earthquake events. Given the large number of claims the Group has already processed and the level of data the Group has gathered in respect of the claims, the Group has been able to develop a sophisticated approach based on actual data to determine the apportionment across earthquake events. This approach has been applied to a sample of properties for which the Group has received claims. The findings from this sample have been applied to the wider population of claims. This extrapolation process involves subjectivity and actual experience may deviate, perhaps substantially, from results presented in the financial statements. Given that the February 2011 event has exceeded the reinsurance cover of $325 million, any movement in gross ultimate incurred claims allocated to the February 2011 event from the current $358 million allocated, will have a direct impact going forward on the Profit before taxation and Equity of the Group.

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35. Impact of Canterbury earthquakes (continued)

The Group’s Appointed Actuary has been directly involved with the earthquake ultimate incurred claims estimate and this extends to the derivation of this range of outcomes. Given the nature of uncertainties associated with the Canterbury earthquakes, actual claims experience may deviate, perhaps substantially, from the gross outstanding claims liabilities recorded as at 30 September 2014. Any changes to estimates will be recorded in the accounting period when they become known.

In October 2014, TOWER Limited confirmed the successful placement of its reinsurance programme for the TOWER Limited Group for the 2014/15 financial year. The programme again involves reinsurance cover for two catastrophe events. TOWER has continued to enhance its reinsurance programme, with the limit for 2014/15 increased to $682 million per event (2013: $585 million). The excess for an event in 2014/15 remains at $10 million (2013: $10 million).

36. Subsequent events

Dividend declared

On 26 November 2014 the Directors declared a dividend of 8 cents per share. There will be no imputation credits attached to the dividend. The dividend will be paid on 3 February 2015 (Payment Date) to all shareholders on the register as at 5pm on Tuesday, 22 January 2015 (Record Date). The estimated dividend payable is $14,060,000 based on the share register at 30 September 2014.

TOWER will not be operating its Dividend Reinvestment Plan for the final dividend.

TOWER will withhold resident and non-resident withholding tax where applicable in respect of this final dividend.

Return of capital

On 26 November 2014, the Board approved for announcement to the market, the return of approximately $34 million of capital to shareholders via a voluntary on-market buyback. Details of the buyback are subject to completion of legal, accounting and actuarial due diligence. Further information will be provided to shareholders in the next quarter via issuance of a Disclosure Document.

37. Discontinued operations and disposal groups held for saleConsolidated results of discontinued operations/disposal groups are as follows:

GROUP

2014 2013

$000 $000

Profit for the year from discontinued operations/disposal groups

Profit/(loss) for the year from discontinued operations:

Health business (A) – 940

Investments business (B) – 4,007

Non-Participating life business (C) – (3,655)

Australian liabilities (D) (711) (7,114)

Participating life business (E) 5,675 2,841

Profit/(loss) from discontinued operations 4,964 (2,981)

Profit from disposal of subsidiaries (2)

Health business (A) 105 17,553

Investments business (B) (90) 66,626

Non-Participating life business (C) 1,312 (12,483)

Participating life business attributable cost (E) (4,304) (2,431)

Impairment of intangible assets (1) – (32,328)

(2,977) 36,937

Profit from discontinued operations/disposal groups 1,987 33,956

Net assets/(liabilities) held for sale:

Australian liabilities (D) – (17,068)

Participating life business (E) – 39,439

Total net assets held for sale – 22,371

Liabilities transferred on disposal of Australian operation (16,628) –

Note:

(1) Management have reviewed the carrying value of intangible assets in light of recent business disposals. During the September 2013 financial year following the review, an impairment of $44.9 million ($32.3 million net of tax) was recorded against the carrying value of Intangible assets – software. This impairment has been expensed in the 30 September 2013 results reducing the profit from discontinued operations/disposal groups.

(2) Profits for the year from disposal of subsidiaries in the table above result from releases of provision (net of tax) for the Health, Investments and participating life businesses.


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(A) Sale of TOWER Medical Insurance LimitedOn 30 November 2012, TOWER Limited sold its health insurance business, TOWER Medical Insurance Limited to Australian health insurer, nib holdings limited for approximately $102 million. The sale followed a strategic review of TOWER Group’s businesses announced earlier in 2012. The sale of TOWER Medical Insurance Limited has resulted in the health insurance business segment being treated as a discontinued operation of the Group.

Operating results for the two months prior to sale of TOWER Medical Insurance Limited have been removed from individual lines in the financial statements and notes, as required by accounting standards, and have been presented as a discontinued operation. A more detailed breakdown of the financial performance, position and cash flows of TOWER Medical Insurance Limited is presented below.

The results of the health business were as follows:

2014 2013

$000 $000

Premium revenue from insurance contracts – 24,812

Investment revenue – 1,047

Net operating revenue – 25,859

Claims expense – 18,718

Net claims expense – 18,718

Decrease in policy liabilities – (667)

Management and sales expenses – 6,503

Net claims and operating expenses – 24,554

Profit before taxation – 1,305

Income tax expense – (365)

Profit after tax from discontinued operations – 940

Cash flows of the health business:

Operating cash inflow – 3,068

Investing cash inflow – 41,230

Financing cash (outflow) – –

Total cash inflow – 44,298

Profit on disposal

Cash consideration received – 102,346

Net assets at 30 September 2012 – 76,955

Profit after tax to 30 November 2012 – 940

Net assets at 30 November 2012 – 77,895

Gross profit on disposal – 24,451

Less directly attributable costs of sale 146 (7,235)

Tax directly attributable to costs of sale (41) 337

105 (6,898)

Profit on disposal 105 17,553

(B) Sale of TOWER Investments BusinessOn 26 February 2013, TOWER Limited announced the sale of its investments business comprising, TOWER Managed Funds Limited, TOWER Managed Funds Investments Limited, TOWER Employee Benefits Limited, TOWER Asset Management Limited and TOWER Investments Limited, to Fisher Funds Management Limited for approximately $79 million. The sale followed a strategic review of TOWER Group’s businesses announced in 2012. The sale has resulted in the investments business segment being treated as a discontinued operation of the Group. Completion of the sale occurred on 2 April 2013.

The operating results of the investments business have been removed from individual lines in the financial statements and notes, as required by accounting standards, and have been presented as a discontinued operation. A more detailed breakdown of the financial performance, position and cash flows of the investments business is presented below.

The results of the investments business were as follows:

2014 2013

$000 $000

Investment revenue – 123

Fee and other revenue – 17,996




Profit before taxation – 5,602

Income tax expense – (1,595)

Profit after tax from discontinued operations – 4,007

Cash flows of disposal group held for sale:

Operating cash inflow – 246

Investing cash (outflow) – (63)

Financing cash (outflow) – (236)

Total cash outflow – (53)

Profit on disposal

Cash consideration receivable – 79,708

Net assets at 1 April 2013 – 6,714

Net assets on disposal – 6,714

Gross profit on disposal – 72,994


Tax directly attributable to costs of sale (180) 509

(90) (6,368)

(Loss)/Profit on disposal (90) 66,626

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37. Discontinued operations and disposal groups held for sale (continued)

(C) Sale of non-participating life businessOn 10 May 2013, TOWER Limited announced the sale of most of its non-participating life insurance business to Fidelity Life Assurance Company Limited for the aggregate value to TOWER, including cash consideration and release of capital, of $189 million. The sale followed a strategic review of TOWER Group’s businesses announced in 2012. The sale has resulted in the non-participating life business segment being treated as a discontinued operation of the Group. Completion of the sale occurred on 1 August 2013.

As part of the sale of the non-participating life business, an amount due to Fidelity Life Assurance Company Limited for the transfer of certain net insurance liabilities was offset against the purchase price payable by Fidelity Life Assurance Company Limited to TOWER. TOWER has applied for a binding ruling from Inland Revenue on the deductibility of this amount and this is currently at a consultation stage. TOWER has not included any benefit that may arise from this tax deduction in the financial statements.

The operating results and financial position of the non-participating life business have been removed from individual lines in the financial statements and notes, as required by accounting standards, and have been presented as a discontinued operation and disposal group held for sale. A more detailed breakdown of the financial performance, position and cash flows of the non-participating life business is presented below.

The results of the non-participating life business were as follows:

2014 2013

$000 $000

Premium revenue from insurance contracts – 72,614

Less: Outwards reinsurance expense – (19,279)



Less: reinsurance recoveries revenue – (13,242)

Net claims expense – 20,658

Decrease in policy liabilities – 9,388



(Loss) before taxation – (10,026)

Income tax credit – 6,371

(Loss) after tax from discontinued operations – (3,655)


Operating cash (outflow) – (1,851)

Total cash inflow – (1,851)

GROUP

2014 2013

$000 $000

Profit on disposal

Cash consideration received 1,550 71,841

Final adjustment on net assets (876) –

Tax on gain on disposal (5) –

Net Assets at 1 August 2013 – 73,230

Gross gain/(loss) on disposal 669 (1,389)


Tax directly attributable to costs of sale 164 1,602

643 (11,094)

Profit/(loss) on disposal 1,312 (12,483)

(D) Disposal of Australian liabilitiesOn 28 November 2013, TOWER Limited announced the approval by the Federal Court of Australia for the portfolio transfer of the runoff business underwritten by the TOWER Insurance Limited’s Australian branch. The transfer included disposing of all policies written or assumed by the branch and all the associated assets and liabilities under those policies. The sale was completed on 5 December and resulted in the release of approximately $20 million surplus capital to TOWER Insurance Limited.

Operating results and financial position of the Australian branch runoff business have been removed from individual lines in the financial statements and notes, as required by accounting standards, and have been presented as a discontinued operation and disposal group held for sale. A more detailed breakdown of the financial performance, position and cash flows of the Australian branch runoff business is presented below.

The results associated with the Australian liabilities were as follows:

2014 2013

$000 $000


Less: reinsurance recoveries revenue 43 340

Net claims expense 43 7,058

Management and sales expenses 1,978 56

Net claims and operating expenses 2,021 7,114

Loss before taxation (2,021) (7,114)

Income tax expense 1,310 –

Loss after tax from discontinued operations (711) (7,114)

Cash flows of disposal group held for sale:

Operating cash outflow – (3,006)

Total cash outflow – (3,006)


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The financial position of the Australian business held for sale was as follows:

2014 2013

$000 $000

Assets

Reinsurance receivables – 622

Total assets – 622

Liabilities

Insurance liabilities – 17,690

Total liabilities – 17,690

Net liabilities – (17,068)

Liabilities transferred on disposal (16,628) –

Currency movement on closure of branch operations (1,912) –

Net claims and management expenses prior to transfer of liabilities (109) –

Tax 1,310 –

Branch operations closure costs (711) –

(E) Sale of TOWER Life (N.Z.) LimitedOn 1 July 2014, TOWER Limited announced the sale of TOWER Life (N.Z.) Limited to Foundation Life (NZ) Holdings Limited for $36 million of which $2 million will be deferred for two years post settlement. The sale was subject to Overseas Investment Office and Reserve Bank of New Zealand approval, both of which were received in August 2014. The sale has resulted in the remaining life business segment being treated as a discontinued operation of the Group. Completion of the sale occurred on 29 August 2014 with a further $1.7 million receivable by the Group as a result of net asset statement completion adjustments in accordance with the sale and purchase agreements.

The operating results and financial position of the life business have been removed from individual lines in the financial statements and notes, as required by accounting standards, and have been presented as a discontinued operation and disposal group held for sale. A more detailed breakdown of the financial performance, position and cash flows of the remaining life business is presented below.

The results of the remaining life business were as follows:

2014 2013

$000 $000

Premium revenue from insurance contracts 8,429 9,771

Less: Outwards reinsurance expense 100 53

Net premium revenue 8,529 9,824

Investment revenue 62,914 4,045

Management fees 95 73

Net operating revenue 71,538 13,942

Claims expense 44,854 39,041

Less: reinsurance recoveries revenue 185 –

Net claims expense 45,039 39,041

Increase/(decrease) in policy liabilities 1,892 (27,807)

Management and sales expenses 5,270 5,135

Net claims and operating expenses 52,201 16,369

Profit/(loss) before taxation 19,337 (2,427)

Income tax (expense)/credit (13,662) 5,268

Profit for the year from operations 5,675 2,841

Profit from disposal of non-participating life business (1) 7 –

Profit for the year from discontinuing operations 5,682 2,841


Operating cash inflow/(outflow) 8,977 (22,008)

Investing cash (outflow)/inflow (1,737) 8,831

Financing cash (outflow)/inflow (3,444) 14,091

Total cash inflow 3,796 914

(1) Disposal of non-participating life business employee provision release during year ended 30 September 2014 in the above results table is included within Directly attributable costs of sale in note 37(C).

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The financial position of the remaining life business was as follows:

2014 2013

$000 $000

Assets

Cash and cash equivalents – 8,399

Receivables – 36,452

Financial assets at fair value through profit or loss – 625,663

Derivative financial assets – 48,082

Current tax asset – 3,479

Deferred tax asset – 16,104

Total assets – 738,179

Liabilities

Payables – 1,971

Provisions – 57

Insurance liabilities – 7,008

Derivative financial liability – 5,086

Deferred tax liabilities – 84

Life insurance contract liabilities – 660,945

Life investment contract liabilities – 23,589

Total liabilities – 698,740

Net assets – 39,439

Profit on disposal

Cash consideration received 34,000 –

Deferred consideration at NPV 1,846 –

Purchase price adjustment at completion 1,682 –

37,528 –

Less net assets at 29 August 2014 (41,121) –

Gross loss on disposal (3,593) –

Directly attributable costs of sale (813) (2,880)

Tax directly attributable to costs of sale 102 449

(711) (2,431)

Loss on disposal (4,304) (2,431)

37. Discontinued operations and disposal groups held for sale (continued)


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Corporate governance and disclosures

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The Board and senior management have a responsibility to achieve the highest standards of corporate performance, ethical behaviour and accountability.The Board has adopted and developed corporate governance

structures and practices that are consistent with best practice

and ensure the integrity of the governance framework, with

continual reassessment of its practices against these standards.

Where developments arise in corporate governance, the Board

is committed to reviewing TOWER’s practices and incorporating

changes where appropriate to ensure TOWER maintains best

practice governance structures.

Compliance with governance requirements and recommendations

For the reporting period to 30 September 2014, TOWER

considers its corporate governance practices have adhered to the

NZX Corporate Governance Best Practice Code, the New Zealand

Securities Commission Corporate Governance Principles and

Guidelines and the ASX Corporate Governance Council Principles

and Recommendations as outlined in this corporate governance

section. Copies of the principal governance documents and

more detail about TOWER’s governance practices are available

on TOWER’s website at www.tower.co.nz under ‘Corporate

Governance’.

Role of the Board of directors

The Board, elected by TOWER shareholders, is responsible for the

performance of the company. In practice, this is achieved through

formal delegation to the Chief Executive Officer and to its two

Board Committees (Audit and Risk Committee and Remuneration

and Appointments Committee – the role of each of these

Committees is outlined on page 65). Each year the Board holds

a strategy session with senior management to review TOWER’s

business direction. The application of these strategies is reviewed

regularly at Board meetings.

The Board is primarily governed by the Board Charter, Board

Protocols and the Code of Ethics. The Board Charter records the

Board’s roles and responsibilities, the Board Protocols describe

internal board procedures for efficient decision making and the

Code of Ethics ensures decision making is in accordance with

TOWER’s values. These documents can be found on TOWER’s

website at www.tower.co.nz under ‘Corporate Governance’.

The Board Charter records that the primary role of the Board is

to effectively represent and promote the interests of shareholders

with a view to enhancing growth and returns across TOWER and

its subsidiaries, adding long-term value to TOWER shares. The

Board, when fulfilling its roles and responsibilities, is required to

have appropriate regard to TOWER values, the concerns of its

shareholders, its relationships with significant stakeholders and the

communities and environment in which it operates.

The Board reserves certain functions to itself. These include:

� determining the company’s strategic objectives, and approving

annual operating plans, financial targets and capital expenditure

plans

� assessing and monitoring performance, including management’s

performance against the strategic objectives, operating plans

and financial targets

� approving all changes to the company’s corporate structure

where these are of strategic importance

� determining company financial and treasury strategies

and policies, including approving all dividend policies and

distributions to shareholders, lending and borrowing, tax, and

investment and foreign exchange policies

� determining the company risk management policies and

framework and the company information technology strategies

and policies

� approving capital expenditure, operating expenditure,

asset acquisitions and divestments, and settlement of legal

proceedings, in all cases where this is outside the normal course

of business and/or above delegated limits

� approving all transactions relating to major business and

company acquisitions, mergers and divestments, and

� approving the appointment and remuneration of the Chief

Executive Officer.

Role of senior executives

The day-to-day leadership and management of the company

is undertaken by the Chief Executive Officer and senior

management. The Chief Executive Officer is solely accountable

to the Board for management performance. The Chief Executive

Officer has also formally delegated decision making to senior

management within their areas of responsibility and subject to

quantitative limits to ensure consistent and efficient decision

making across the company. Senior management has no power to

do anything which the Chief Executive Officer cannot do pursuant

to his delegations. Within this formal delegation framework those

executives who report directly to the Chief Executive Officer have

authority to sub-delegate certain authorities to their direct reports.

The Board meets regularly with management to provide strategic

guidance for TOWER and effective oversight of management.

62 TOWER Limited – Leading light – annual report 2014 – Corporate governance

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Board composition, nominations and appointments

Board composition

At 30 November 2014, the Board included five non-executive

directors and one executive director being the Chief Executive

Officer. The TOWER constitution currently requires a minimum

of five directors and provides for a maximum of eight. Directors’

profiles are on pages 14 and 15.

The Remuneration and Appointments Committee is responsible

for identifying directors for appointment to the Board to ensure

there is an appropriate blend of commercial skills and experience

to govern and add value to TOWER and to ensure the Board

works effectively. The Committee is also responsible for the Board

Protocols which have been established to facilitate the effective

operation of the Board. Current directors contribute significant

commercial, financial, legal and investment skills to the Board.

Role of Chairman

The Chairman’s role is to lead and manage the Board so that it

operates effectively, and to facilitate interaction between the Board

and the Chief Executive Officer. The Chairman of the Board is

elected by the directors. The Board supports the separation of the

roles of Chairman and Chief Executive Officer and these roles are

separate at TOWER. Michael Stiassny was appointed Chairman of

TOWER on 21 March 2013.

Nominations, appointments and ongoing education

The Remuneration and Appointments Committee recommends to

the Board suitable candidates for appointment as directors. The

Committee will consider, among other things:

� the candidate’s experience as a director

� their skills, expertise and competencies (the Board aims to have

a mix of skilled directors with particular competencies in the

insurance and financial services sector)

� the extent to which those skills complement the skills of existing

directors

� their ability to devote sufficient time to the directorship, and

� the candidate’s reputation and integrity.

To ensure that the Board appoints directors and officers who

have appropriate skills, knowledge, experience and integrity to

perform their duties, and to fulfil their roles, TOWER has developed

a Fit and Proper Policy benchmarked to the requirements of the

Insurance (Prudential Supervision) Act 2010 and Fit and Proper

Policy Guidelines for Licensed Insurers issued by the Reserve

Bank of New Zealand. This policy is applied to all directors and

relevant officers.

On appointment to the Board, directors receive a formal letter of

appointment outlining their duties and obligations and are provided

induction information about TOWER in the form of a Director’s

Manual. The Director’s Manual contains historical background on

TOWER and its operations, information about how TOWER and its

subsidiaries are structured, details of the Company’s directors’ and

officers’ insurance, the Board Charter and other TOWER corporate

governance policies. The induction process also involves one-on-

one discussions with the Chairman, other directors and briefings

from senior management to help new directors participate actively

in Board decision making at the earliest opportunity.

To ensure ongoing education, directors are regularly informed

of developments that affect TOWER’s industry and business

environment, as well as company and legal issues that impact

the directors themselves. Directors receive comprehensive board

papers and briefing information before Board meetings, including

a report from the Chief Executive Officer and reports from senior

management. Directors have unrestricted access to management

and any additional information they consider necessary for

informed decision making.

Senior management also attend Board meetings in order to

provide presentations to the Board and answer any queries

directors may have. This allows the Board to understand the

practical issues affecting TOWER and the impact of these issues

on its performance. Directors are expected to develop their skills,

competencies and industry knowledge by taking responsibility for

their continuing education.

A director may obtain independent professional advice relating

to the affairs of TOWER or his/her responsibilities as a director or

Committee member. Where the director has the approval of the

Board Chairman or Committee Chairman to obtain independent

professional advice, TOWER will meet the reasonable costs of the

advice.

Director independence

The Board Protocols require that a majority of the Board are

independent directors. The Board regularly assesses the

independence of each director based on the interests disclosed

by them. For this purpose directors are required to immediately

advise the Board of any new or changed relationships so the

Board can make this assessment.

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Based on the NZX Listing Rules and the ASX Corporate

Governance Council Principles and Recommendations, the

Board Protocols define a director as being independent if he/she

is a non-executive director who does not have any direct or

indirect interest or relationship that could, or could reasonably be

perceived to:

� reasonably influence, in a material way, his/her decisions relating

to TOWER, or

� materially interfere with his/her ability to act in TOWER’s best

interests.

Examples of relationships that remove independence are

relationships with a material TOWER customer, supplier,

professional advisor or substantial shareholder. As at 30

September 2014, the Board considered that five of the directors

are independent, namely: Rebecca Dee-Bradbury, John Spencer,

Steve Smith, Graham Stuart and Michael Stiassny.

The ASX Corporate Governance Council Principles and

Recommendations recommend that the Chairman should be

an independent director. Michael Stiassny is considered an

independent director.

In accordance with TOWER’s Constitution, directors with an actual

or potential conflict of interest on particular issues are required to

disclose the conflict and may still attend meetings but will abstain

from voting on that issue.

Retirement and re-election

During the year Mike Allen and Michael Jefferies resigned from the

TOWER Limited and TOWER Capital Boards.

At least one-third of the total number of directors must retire

from office each year by rotation and, if they choose, stand for

re-election by shareholders at the Annual Shareholders’ Meeting.

Directors who retire each year are those who have been in office

longest since their last election. If two directors have held office for

equal terms and cannot agree who will retire, it is determined by

lot. The Chief Executive Officer is not required to retire by rotation.

In addition, all directors appointed by the Board since the last

Annual Shareholders’ Meeting to fill a casual vacancy must

stand for election. Shareholders will be provided with relevant

information on the directors standing for re-election and election

prior to the Annual Shareholders’ Meeting to enable them to make

informed decisions when voting. Rebecca Dee-Bradbury will

retire and, being eligible, will offer herself for election at the Annual

Shareholders’ Meeting.

Board and committee performance review

The Board recognises that the performance of the directors and

Board Committees are crucial to TOWER’s success and to the

interests of shareholders. The Board regularly reviews its own

composition and performance and that of Board Committees

in accordance with the terms of the Board Charter (which

also includes a review of the Board structure, policies, Board

succession, delegations and the necessity for and composition

of the Committees). The Remuneration and Appointments

Committee is responsible for the regular performance

management and appraisal of the Chief Executive Officer,

individual directors and senior executives. Evaluations may be

carried out by an external consultant. For the financial year ended

30 September 2014, a performance evaluation of TOWER’s

Board, Board committees, directors and senior executives

was not undertaken. Performance evaluations are undertaken

in accordance with the process established by TOWER’s

Remuneration and Appointments Committee and the terms of

TOWER’s Board Charter (as applicable).

Director share ownership

All directors are required by the Company’s constitution to hold

TOWER shares. Directors and management are required to comply

with TOWER’s Insider Trading and Market Manipulation Policy when

purchasing and disposing of TOWER securities. The number of

shares held by each director and their dealings in TOWER securities

during the financial year are disclosed on page 72.

Indemnities and insurance

TOWER has given Deeds of Indemnity to directors for potential

liabilities and costs they may incur for acts or omissions in their

capacity as directors. Directors’ and officers’ liability insurance is

in place for directors and employees acting on behalf of TOWER

and its subsidiaries. While the insurance covers risks arising out of

acts or omissions of directors and employees acting for TOWER,

it does not cover dishonest, fraudulent or malicious acts or

omissions, or criminal liability.

Board committees

The Board currently has two standing committees: the Audit

and Risk Committee and the Remuneration and Appointments

Committee. Other committees are established from time to time to

examine specific issues as required by the Board.


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The Committees are governed by written terms of reference,

which detail their specific functions and responsibilities. The terms

of reference for each Committee are reviewed annually. Copies of

each Committee’s terms of reference are available on the TOWER


The Committees make recommendations to the Board. They have

no decision making ability except where expressly provided by the

Board. The Board is required to annually confirm the membership

and Chairmanship of each of the Committees. The experience

and skills of individual Committee members are set out in the

directors’ profiles on pages 14 and 15. Member attendance at

each Committee meeting is set out on page 66.

Audit and Risk Committee

Members: Graham Stuart (Chairman), Rebecca Dee-Bradbury,

John Spencer, Steve Smith and Michael Stiassny.

TOWER has a structure to independently verify and safeguard

the integrity of its financial reporting. The principal components of

this are the Audit and Risk Committee, the external and internal

auditors, and the certifications provided to the Board by senior

management.

The Terms of Reference of the Audit and Risk Committee include

the following duties and responsibilities:

� independently and objectively review the financial information

presented by management to the Board, the external auditors

and the public

� review draft half year and annual financial statements and the

external auditors’ report, and make recommendations to the

Board as to their adoption

� oversee the performance of the external auditor and be satisfied

as to its independence

� review the effectiveness and efficiency of management

processes, risk management and internal financial controls and

control systems

� monitor and review compliance with regulatory and statutory

requirements and obligations

� monitor the internal audit function and receive regular reports

from the internal auditors on risks, exposures and compliance

� maintain open and direct lines of communication with the

external and internal auditors, and

� make recommendations to the Board as to the appointment of

the external auditors.

The Committee meets with the internal auditors three times during

the financial year and with the external auditors at least twice.

The Terms of Reference require that the Committee has a minimum

of three suitably qualified non-executive directors, the majority of

whom are independent. The Board appoints the Chairman of the

Committee, who cannot also be Chairman of the Board.

Following each meeting the Chairman of the Committee provides

a report to the Board. The Chairman is also required to provide

an annual report summarising the Committee’s activities, findings,

recommendations and results for the past year.

Remuneration and Appointments Committee

Members: Michael Stiassny (Chairman), Rebecca Dee-Bradbury,

Steve Smith, John Spencer and Graham Stuart.

The Remuneration and Appointments Committee advises the

Board in respect of a number of matters, including:

� the appointment and succession of directors, and director

remuneration

� the composition and structure of the Board

� performance evaluations of the Board and individual directors,

and

� the Chief Executive Officer and senior executive appointments,

termination, performance appraisal and remuneration.

The Terms of Reference for the Remuneration and Appointments

Committee require that the Committee comprises suitably qualified

non-executive directors, the majority of whom are independent.

The Board appoints the Chairman of the Committee.

Following each meeting the Chairman of the Committee provides

a report to the Board. The Chairman is also required to provide

an annual report summarising Committee activities, findings,

recommendations and results for the past year.

The Company’s remuneration policies for directors and senior

executives are set out on pages 69 and 70.

Board and Committee meeting attendance

There were 8 scheduled Board meetings during the year from

1 October 2013 to 30 September 2014. Director attendance

at Board and Committee meetings is set out below. The Chief

Executive Officer attends all Board and Committee meetings.

The Chief Financial Officer attends all Board meetings and the

Audit and Risk Committee meetings, along with an appropriately

qualified person who is responsible for taking accurate minutes of

each meeting and ensuring that Board procedures are observed.

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2013/2014 TOWER Limited directors’ attendance record

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Meetings held 8 4 4 1

Mike Allen 1 2 1 0 0

Rebecca Dee-Bradbury 2 2 1 0 0

David Hancock 8 4 4 0

Mike Jefferies 3 3 1 0 0

Steve Smith 7 3 4 1

John Spencer 7 4 0 1

Michael Stiassny 8 4 3 1

Graham Stuart 8 4 0 1

1 Mike Allen resigned as a director of TOWER on 5 February 2014

2 Rebecca Dee-Bradbury was appointed as a director of TOWER on 15 August 2014

3 Mike Jefferies resigned as a director of TOWER on 5 February 2014

Promoting ethical and responsible behaviour

Ethical and responsible behaviour

TOWER is committed to meeting its legal and other obligations

to stakeholders, including shareholders, employees, customers,

policyholders and the wider community. Maintaining TOWER’s

reputation for honesty and fairness is crucial to its success as a

financial services business. The Board has adopted a Code of

Ethics which is an important tool for achieving these aims as it sets

out the minimum standards of conduct and behaviour TOWER

expects of its directors, executives and employees and requires

them to adhere to these standards. The Code of Ethics is available

to staff both on the TOWER website and through the induction

process. The types of behaviour addressed in the Code of Ethics

include:

� avoiding situations in which personal interests interfere or

appear to interfere with the interests of TOWER

� using a person’s position at TOWER or TOWER’s information or

property for personal gain

� safeguarding the confidentiality of all TOWER non-public

information, and

� complying with all applicable legal requirements and ensuring

that behaviour is appropriate while conducting TOWER’s

business.

Any person who becomes aware of a breach or suspected

breach of the Code of Ethics is required to report it immediately in

accordance with the policy.

In addition to the Code of Ethics, TOWER has a Fraud Policy

which is applicable to all staff. The policy includes reference to a

whistleblower process and sets out TOWER’s approach to the

way in which suspicions/allegations of fraud, corruption and/or

misconduct within TOWER are to be reported by staff and how

TOWER will deal with such incidents. The policy provides that

TOWER will ensure that a person who, in good faith, makes an

allegation of misconduct under the policy will not be personally

disadvantaged by having made the report.

Insurance (Prudential Supervision) Act 2010

The New Zealand insurance industry is regulated by the Reserve

Bank of New Zealand, under the Insurance (Prudential Supervision)

Act 2010 (IPSA). All companies carrying on insurance business in

New Zealand must hold a licence. The relevant TOWER company

is TOWER Insurance Limited (fire and general), which holds a full

licence under IPSA.

Key elements of the insurance prudential supervision regime

include minimum solvency requirements and regular reporting

to the Reserve Bank, the need for directors and other relevant

officers to meet fit and proper standards, and governance and risk

management requirements.

The TOWER Insurance Limited Board:

� is governed by a Board Charter

� comprises the same directors as the Board of TOWER Limited,

and

� has two standing committees, being the Audit and Risk

Committee and the Remuneration and Appointments

Committee, which are governed by written terms of reference.

Further information on the governance of TOWER Insurance

Limited will be contained in the annual report of the company,

which will be registered with the Companies Office.

Further information on the insurance prudential supervision regime

can be found on the Reserve Bank website www.rbnz.govt.nz.

Insider trading

Legal restrictions and TOWER’s Insider Trading and Market

Manipulation Policy do not allow trading and dealing in TOWER

securities while directors and employees are in possession of

information that has not been released to the public and that is

likely to have a material effect on the price of TOWER securities.

There are supplementary guidelines for directors and designated

employees (usually senior executives) requiring prior consent to

trade, and specifying periods when trading is allowed (following


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half year and full year announcements). A copy of TOWER’s Insider

Trading and Market Manipulation Policy is available on TOWER’s


Diversity Policy

TOWER’s Diversity Policy has been designed to ensure that

diversity is encouraged, respected and embraced in our day-to-

day business practices. Our people bring different experiences,

backgrounds and skills to our business. TOWER believes that

by valuing diversity, this will help drive our performance culture,

brand and shareholder returns. The overall goal is an inclusive,

flexible workplace with people motivated to do their very best

for our customers and for each other. Nurturing an environment

that values and promotes diversity will help improve the quality

of our decision making, productivity, and collaboration. TOWER’s

Diversity Policy does not require measurable objectives to be

set with respect to gender and other diversity and no objectives

have been set. This is because the Board takes an holistic rather

than prescriptive approach to achieving diversity throughout

its business. The Board considers TOWER has addressed the

requirements of its Diversity Policy.

The Board is responsible for overseeing the Diversity Policy, with

delegation to the Remuneration and Appointment Committee to

review and report annually on the status of diversity within TOWER

and policy effectiveness. The following table shows gender

representation across TOWER as at 30 November 2014:2014 2013

GROUP% BY

GROUP% BY

GROUP

Board of Directors

Male 83% 100%

Female 17% 0%

Executive leadership team and senior management

Male 64% 56%

Female 36% 44%

Employees

Male 42% 42%

Female 58% 58%

Total company

Male 43% 42%

Female 57% 58%

Market and shareholder communication

TOWER recognises that public confidence in the integrity of

TOWER is based on continuous, full and open disclosure

of information about its activities to the market and relevant

stakeholders. TOWER’s Corporate Disclosure Policy provides

for a planned, proactive communication programme with

shareholders and the wider investment community to encourage

their participation in TOWER. TOWER believes this communication

programme assists in creating a fully informed market and

enhances shareholder value. The policy provides that only

authorised spokespersons can communicate on behalf of

TOWER with the investment community, shareholders and the

media. A copy of the policy is available on TOWER’s website at

www.tower.co.nz.

TOWER has policies and procedures in place designed to

ensure that all investors have equal and timely access to material

information concerning TOWER:

� company announcements are factual and presented in a clear

and balanced way, and

� TOWER complies with the continuous disclosure requirements

of the ASX and NZX.

Announcements of financial results, changes in profit forecasts

and other material market announcements require Board approval.

TOWER’s website, www.tower.co.nz, provides information to

shareholders and investors about the company. The website

includes copies of past annual reports, results announcements,

media releases (including NZX and ASX announcements) and

general TOWER information. It also has a comprehensive

corporate governance section for shareholders.

Announcements

TOWER makes the following regular announcements to the

market and shareholders:

� Full year results are announced in late November

� Annual reports are released in late December

� TOWER’s Notice of Annual Shareholders’ Meeting is sent to

shareholders in late December or mid January

� TOWER’s Annual Shareholders’ Meeting is held in February

� Half year results are announced in late May, and

� Half year reports are released in late June.

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Credit Rating

Global rating organisation A.M. Best Company issued the following

ratings of companies:

TOWER Insurance Limited

Financial Strength Rating A- (Excellent)

Issuer Credit Rating a-

Effective 25 July 2014

TOWER Limited

Issuer Credit Rating bbb- (Good)

Effective 25 July 2014

Audit and risk management at TOWER

TOWER has established a framework to identify, assess, monitor

and manage risk. At the forefront of this are the internal audit and

compliance processes, and the comprehensive risk management

process for each operating company. TOWER faces a range

of risks that are inherent to the business activities undertaken.

TOWER stakeholders, including shareholders, clients, staff and

suppliers require assurance that TOWER will manage its exposure

to risk. Executive and senior management and staff must be able

to demonstrate that all reasonable steps have been taken to

effectively manage TOWER’s risks.

Risk and compliance framework

The Risk and Compliance Framework Policy sets out TOWER’s

commitment to managing risk and compliance, and provides

an overview of the core components including roles and

responsibilities and requirements that must be met.

This applies to TOWER and all of its subsidiaries and related

companies, and all staff and contractors employed by TOWER

and any of its subsidiaries. Effective management of risk and

compliance is essential to ensure that TOWER remains a viable

business and is able to achieve its objectives. This is integral in

providing guidance to management and staff of TOWER in dealing

with its risk and compliance obligations. During the financial year

ended 30 September 2014, TOWER received and considered

regular reports from management as to the effectiveness of

TOWER’s management of its material business risks and

monitored progress on an ongoing basis.

Internal audit

TOWER contracts an independent chartered accounting firm to

carry out the internal audit function reporting to the Chairman

of the Audit and Risk Committee and with full access to other

Committee members and the Board. The Committee approves the

Internal Audit Policy that governs the internal audit function across

the company.

The Internal Audit Policy formally records the delegations the Audit

and Risk Committee has made to the internal auditor in relation to

the internal control systems and processes of TOWER. The Audit

and Risk Committee approves the appointment of the internal

auditor following the Chief Executive Officer’s recommendation.

The internal auditors help the Board and TOWER exercise good

corporate governance and meet their regulatory obligations by

providing them with independent assurance of the adequacy and

effectiveness of internal control systems and processes within

TOWER. The internal auditors have unrestricted access to TOWER

information and staff, and are completely independent of the

activities and operations they audit.

External audit

The TOWER Board is fully committed to ensuring the quality and

independence of the external audit process. As part of this process

TOWER encourages full and frank disclosure and discussions

between the Board, TOWER’s internal auditors, management and

the external auditor, PricewaterhouseCoopers (PwC).

PwC was re-appointed as auditor by shareholders at the

Annual Shareholders’ Meeting in 2014 to audit TOWER and its

subsidiaries’ financial statements.

A formal engagement letter with PwC sets out the respective

obligations and responsibilities of PwC and TOWER in relation

to preparation and audit of financial statements. The Board also

has a formal External Audit Independence Policy that includes

the provision of non-audit services by the external auditor. This

policy specifies which services the external auditor may and may

not provide TOWER. The policy is overseen by the Audit and

Risk Committee. The policy is available on TOWER’s website at

www.tower.co.nz under the ‘Corporate Governance’ section.

Non-audit services provided by PwC to TOWER and its

subsidiaries during the financial year did not, in TOWER’s opinion,

affect auditor independence. PwC is also required to provide

the Audit and Risk Committee with an annual certification of its

continued independence, and in particular confirm that it has not

carried out any engagements during the year which would impair

its professional independence.

Representatives from TOWER’s external auditor will be present at

the Annual Shareholders’ Meeting and will be available to answer

shareholder questions about the conduct of the audit and the

preparation and content of the auditors’ report.

Details of PwC fees for audit and other services provided to

TOWER are set out in note 7 of the TOWER Limited financial

statements.


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Corporate governance policies and procedures

To support the Board’s aims of developing and fostering corporate

governance practices which are consistent with best practice,

TOWER has developed a number of corporate governance

policies that apply to all directors and employees of TOWER.

Where indicated copies are available on TOWER’s website at

www.tower.co.nz under the ‘Corporate Governance’ section.

Remuneration at TOWER

TOWER’s remuneration policies aim to attract and retain talented

and motivated directors and employees who will contribute to

enhanced performance. TOWER aims to provide employees

with remuneration that is competitive, equitable and related to

the achievement of individual, team and business unit objectives.

TOWER rewards high performing staff for providing superior

performance.

TOWER has different policies for remunerating the non-executive

directors as opposed to the Chief Executive Officer and

senior executives. The following section discusses TOWER’s

remuneration policies and arrangements for non-executive

directors, the Chief Executive Officer, the senior executives and

staff in general.

Role of the Remuneration and Appointments Committee

The Remuneration and Appointments Committee is responsible

for assisting and advising the Board in relation to, amongst other

things:

� remuneration strategy, structure and policy

� remuneration of the Chief Executive Officer

� setting non-executive directors’ remuneration

� setting Board committee members’ fees, and

� determining remuneration packages of senior executives,

following recommendations from the Chief Executive Officer.

Non-executive director remuneration

The Board’s policy is to remunerate directors at a similar level

to comparable Australasian companies, with a small premium

to reflect the complexity of the insurance and financial services

sector. At the Annual Shareholders’ Meeting in February 2004

shareholders approved an increase in non-executive director

annual remuneration to the current maximum of NZ$900,000 per

annum. TOWER seeks external advice when reviewing Board

remuneration. The Remuneration and Appointments Committee

is responsible for reviewing directors’ fees. Non-executive

directors are also paid additional annual fees for sitting on Board

Committees.

BOARD/COMMITTEE CHAIRMAN MEMBER

Base fee – Board of directors $130,000 $78,570

Audit and Risk Committee $15,000 $9,000

Remuneration and Appointments Committee 1 – –

1 The Board determined that from 1 December 2012 no fees would be payable for sitting on the Remuneration and Appointments Committee

Additional fees may be paid to non-executive directors for one-off

tasks and/or additional appointments where required, for example,

sitting on a due diligence committee.

The remuneration policy for non-executive directors does not

include participation in either a share or share option plan.

Retirement allowances

Directors were previously entitled to a retirement allowance on

their retirement from the Board. At the 2004 Annual Shareholders’

Meeting shareholders approved an increase in the maximum

amount of directors’ fees. In exchange for the increase and to

provide greater transparency for remuneration the Board resolved

that retirement allowances would cease to accrue from 1 October

2003. Allowances are paid as a lump sum on retirement from the

Board. The retirement allowance was calculated by dividing the

relevant director’s number of years service by nine and multiplying

the result by the director’s remuneration for a three year period.

For this reason no director is eligible for a retirement allowance.

2013/2014 directors’ remuneration and benefits of TOWER and its subsidiariesDIRECTORS’ REMUNERATION AND BENEFITS OF TOWER AND ITS SUBSIDIARIES

FOR THE YEAR TO 30 SEPTEMBER 2014 FEES $ OTHER $

Mike Allen1 39,285

David Hancock 728,1552

Mike Jefferies3 30,023

Steve Smith 87,570

John Spencer 87,570

Michael Stiassny 139,000

Graham Stuart 93,570

Alden Godinet 4,3104

Rodney Reid 4,3104

1. Mike Allen retired as a director of TOWER on 5 February 2014

2. Salary (exclusive of any KiwiSaver contribution)

3. Mike Jefferies retired as a director of TOWER on 5 February 2014

4. Fees earned in capacity as director of National Pacific Insurance Limited

Note

Amounts in the table above reflect fees paid (but not accrued) for

the year ended 30 September 2014.

Fees include base fees and additional fees in the financial year for

one-off tasks and additional appointments, including participation

in due diligence committees.

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Chief Executive Officer and senior executive remuneration

The Board’s policy for remunerating the Chief Executive Officer

and other key executives is to provide market based remuneration

packages comprising a blend of fixed and incentive based

remuneration with clear links between individual and company

performance, and reward. Remuneration packages currently

comprise a mixture of fixed and performance-based remuneration in

the form of short and long term incentives. The Remuneration and

Appointments Committee reviews the remuneration packages of the

Chief Executive Officer and other senior executives at least annually.

The policy is intended to encourage meeting the short and

long term objectives for TOWER. The Chief Executive Officer

does not receive directors’ fees. The amounts shown in the

directors’ remuneration and benefits table on page 69 is the

total remuneration paid to them in the year ended 30 September

2014. David Hancock’s remuneration consisted of base salary

of $728,155 (exclusive of any KiwiSaver contribution) and the

potential for a short term performance incentive of up to $500,000

in respect of the year ended 30 September 2014.

Employee remuneration

Set out in the following table are the number of employees or

former employees of TOWER, not being directors or former

directors, who received remuneration and other benefits valued

at or exceeding $100,000 for the year ended 30 September

2014. Remuneration includes redundancy payments and

termination payments made during the year to employees whose

remuneration would not otherwise have been included in the table.

The remuneration bands are expressed in New Zealand Dollars.

FROM TO 2013/14 2012/13

100,000 109,999 17 24

110,000 119,999 7 18

120,000 129,999 7 17

130,000 139,999 11 12

140,000 149,999 5 12

150,000 159,999 1 11

160,000 169,999 4 5

170,000 179,999 2 3

180,000 189,999 1 3

190,000 199,999 2 3

200,000 209,999 - 7

210,000 219,999 1 1

220,000 229,999 - 5

230,000 239,999 1 1

240,000 249,999 - 2

250,000 259,999 - 2

260,000 269,999 - 3

FROM TO 2013/14 2012/13

290,000 299,999 1 -

310,000 319,999 - 3

320,000 329,999 1 -

330,000 339,999 - 1

350,000 359,999 - 1

390,000 399,999 - 1

400,000 409,999 - 1

450,000 459,999 - 2

470,000 479,999 1 -

490,000 499,999 - 1

540,000 549,999 - 1

720,000 729,999 1 -

770,000 779,000 - 1

Total 63 141

The table includes base salaries, short-term incentives (if

applicable) and vested or exercised long-term incentives. If the

individual is a KiwiSaver member the table does not include

contributions of 3% of gross earnings towards that individual’s

KiwiSaver scheme.

Disclosures

Interests register

TOWER and its subsidiaries are required to maintain an interests

register in which the particulars of certain transactions and matters

involving the directors must be recorded. The interests register

for TOWER Limited is available for inspection on request by

shareholders. An ‘interested’ director may not vote on a matter in

which he or she is interested unless the director is required to sign

a certificate in relation to that vote pursuant to the Companies Act

1993, or the matter relates to a grant of an indemnity pursuant to

s162 of the Companies Act 1993.

General disclosures of interest

During the financial year directors of TOWER disclosed interest, or

a cessation of interest (indicated by an asterisk (*)), in the following

entities pursuant to section 140 of the Companies Act 1993.

No disclosures were made by directors of any other TOWER

subsidiary.

Mike Allen1

Breakwater Consulting Limited Chairman

Canterbury Spinners Director

Coats plc Chairman

Godfrey Hirst NZ Limited Director

Guinness Peat Group plc Director


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NZ Windfarms Limited Director

NZWL - TRH Limited Director

Tainui Group Holdings Limited Director

TRH Services Limited Director

Waikato-Tainui Fisheries Limited Director

WaterCare Services Limited Deputy Chair

Rebecca Dee-Bradbury

Bluescope Steel Limited Director

GrainCorp Limited Director

LMH Investments Pty Limited Director

Tyro Payments Limited Director*

David Hancock

Connec Pty Limited Director*

Finarch Pty Limited Director

AXE ECN Pty Limited Director

Mike Jefferies2

OzGrowth Limited Director

Touch Holdings Limited Chairman

Steve Smith

Fulton Hogan Limited Director

Hellaby Holdings Limited Chairman

Kinrich Trust Trustee

Kinrich Holdings Limited Director

Summerlee Investments Limited Director

Unison Securities Limited Director

Unison Capital Advisors Limited Director

Pascaro Investments Limited Director

Spanbild Holdings Limited and subsidiary companies Director

Trebol Investments Limited Director

Trebol Nominees Limited Director

John Spencer

DairyNZ Limited Director*

Derby Street Limited Director

Dexcel Holdings Director*

Fairway Resolution Limited Director*

KiwiRail Holdings Limited Chairman

Mitre 10 (New Zealand) Limited and subsidiary companies Director

New Zealand Railways Corporation Chairman

Raukawa Iwi Development Limited Chairman

RVNZ Investments Limited Director

Tertiary Education Commission Chairman

Titanium Park Limited Director

Waikato Regional Airport Limited Director

WEL Networks Limited and subsidiary companies Chairman*

Michael Stiassny

Atapo Corporation Limited Director

DNZ Property Fund Limited Director

DNZ Holdings Limited Director

EXAPL Limited Director*

EXSCSL Limited Director*

Frequency Media Group Limited Director

Gadol Corporation Limited Director

Geffen Holdings Limited Director

Glenogle Trust Limited Director

Knotser Properties Limited Director

Kordamentha Limited and subsidiary companies Director

Michael Spencer Limited Director

Ngati Whatua Orakei Whai Rawa Limited Chairman

NZ Windfarms Limited and subsidiary companies Director

Plan B Limited Director

Poukawa Estate Limited Director

Sasha Properties Limited Director

SB Entertainment Holdings Limited and subsidiary companies Director

Ted Kingsway Limited Director

Triceps Holdings Limited Director

Vector Limited and subsidiary companies Chairman

WEST24 Limited Director

Whai Rawa GP Limited Director

Whai Rawa Kainga Development Limited Director

Graham Stuart

Clear Sky Syndicate Limited Director

Five Rivers Dairies Limited Director

Leroy Holdings Limited Director

Lincoln Hub Chairman

Owaka Dairies Limited Director

Sealord subsidiary companies CEO/Director*

1 Mike Allen retired as a director of TOWER on 5 February 2014. Interests as at retirement date.

2 Mike Jefferies retired as a director of TOWER on 5 February 2014. Interests as at retirement date.

Specific disclosures of interests

During the financial year, no subsidiary of TOWER entered into

any transaction in which directors were interested. Accordingly, no

disclosures of interest were made.

Indemnity and insurance

In accordance with section 162 of the Companies Act 1993 and

TOWER’s constitution, TOWER has provided insurance for and

indemnities to, directors and employees of TOWER for losses from

actions undertaken in the course of their duties. The insurance

includes indemnity costs and expenses incurred to defend an

action that falls outside the scope of the indemnity. Particulars

have been entered in the Interests Register pursuant to section

162 of the Companies Act 1993.

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Use of company information by directors

No member of the Board, nor of any subsidiary, issued a notice

requesting to use information received in his or her capacity as

a director which would not have otherwise been available to that

director.

Directors’ shareholdings

At 30 September 2014 TOWER Limited directors held the

following interests in TOWER Limited shares:ORDINARY SHARES

DIRECTOR BENEFICIAL

Rebecca Dee-Bradbury 1 –

David Hancock –

Steve Smith 9,230

John Spencer 13,798

Michael Stiassny 82,335

Graham Stuart 6,154

1 Rebecca Dee-Bradbury was appointed as a director of TOWER on 15 August 2014.

Directors’ trading in TOWER securities

Directors disclosed the following acquisitions and disposals of

relevant interests in TOWER securities during the financial year

pursuant to section 148 of the Companies Act 1993.

DIRECTOR DATE INTEREST

NUMBER ACQUIRED

(DISPOSED) CONSIDERATION

Mike Jefferies 1 31/01/14 Beneficial (554)2 $1,002.74

Steve Smith 31/01/14 Beneficial (2,308)2 $4,177.48

John Spencer 31/01/14 Beneficial (3,449)2 $6,242.69

Michael Stiassny 31/01/14 Beneficial (20,584)2 $37,257.04

Graham Stuart 31/01/14 Beneficial (1,538)2 $2,783.78

1 Mike Jefferies retired as a director of TOWER on 5 February 2014.

2 All disposals were share cancellations pursuant to a off-market share buyback.

Buybacks

TOWER has announced its intention to implement an on-market

buyback of up to $34 million, currently anticipated to commence

in the first quarter of calendar year 2015. Details of the buyback

will be announced on NZX and ASX in the required form, and a

disclosure document sent to all shareholders, once final advice on

an appropriate timetable for the buyback is considered, and Board

approval is given to proceed.

TOWER subsidiary company director disclosures

The following persons held office as directors of subsidiary

companies at 30 September 2014. Those who retired during the

year are indicated with an (R).

TOWER SUBSIDIARY COMPANY DIRECTOR DISCLOSURES

TOWER Capital Limited 1 M Allen (R), D Hancock, M Jefferies (R), S Smith, J Spencer, M Stiassny, G Stuart

TOWER Financial Services Group Limited

M Allen (R), R Dee-Bradbury, D Hancock, M Jefferies (R), S Smith, J Spencer, M Stiassny, G Stuart

TOWER Option Scheme 2 M Boggs, D Hancock, B Walsh (R)

The National Insurance Company of New Zealand Limited M Boggs, D Hancock, B Walsh (R)

TOWER New Zealand Limited M Boggs, D Hancock, B Walsh (R)

TOWER Operations Limited M Boggs, D Hancock, B Walsh (R)

TOWER Life (N.Z.) Limited 3 M Allen (R), D Hancock, M Jefferies (R), S Smith, J Spencer, M Stiassny, G Stuart

TOWER Insurance Limited M Allen (R), R Dee-Bradbury, D Hancock, M Jefferies (R), S Smith, J Spencer, M Stiassny, G Stuart

National Insurance Company (Holdings) Limited P Absell, M Boggs, D Hancock

Southern Pacific Insurance Company (Fiji) Limited P Absell, M Boggs, D Hancock

TOWER Insurance (Fiji) Limited P Absell, M Boggs, D Hancock

TOWER Insurance (Cook Islands) Limited M Boggs, D Hancock, M Savage, B Walsh (R)

TOWER Insurance (PNG) Limited

W Beilby (R), M Boggs, D Eyre 4, C Gilson 5, D Hancock, M Savage, B Walsh (R)

Southern Cross Marine Limited

M Boggs, D Eyre 4, C Gilson 5, D Hancock, M Savage, B Walsh (R)

National Pacific Insurance Limited

M Boggs, A Godinet, D Hancock, R Reid, D Williamson

National Pacific Insurance (Tonga) Limited

M Boggs, A Godinet, D Hancock, R Reid, D Williamson

1 TOWER Capital Limited was amalgamated into TOWER Financial Services Group Limited on 30 June 2014.

2 TOWER Option Scheme Limited was amalgamated into TOWER Financial Services Group Limited on 9 September 2014.

3 TOWER Life (N.Z.) Limited was sold on 29 August 2014 and all TOWER directors resigned at that date.

4 On 7 November 2014, Debbie Eyre resigned her directorships of TOWER Insurance (PNG) Limited and Southern Cross Marine Limited.

5 On 12 November 2014, Colin Gilson resigned his directorships of TOWER Insurance (PNG) Limited and Southern Cross Marine Limited.

No employee appointed as a director of a subsidiary receives

any remuneration in their role as a director. The number of such

employees who receive remuneration of more than $100,000 is

included in the remuneration table on page 70. Auditor fees paid

on behalf of TOWER and its subsidiaries are as disclosed in the

financial statements.

Shareholder and exchange disclosures

Shareholder analysis

TOWER’s shares are quoted on both the NZSX and ASX. As at

30 November 2014, 6,788 TOWER shareholders held less than

A$500 of TOWER shares (i.e. less than a marketable parcel as

defined in the ASX Listing Rules), holding a total of 1,482,404

TOWER shares.


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Total voting securities

As at 30 November 2014, TOWER had 175,749,449 ordinary

shares. TOWER’s ordinary shares each carry a right to vote on

any resolution on a poll at a meeting of shareholders. Holders

of ordinary shares may vote at a meeting in person, or by proxy,

representative or attorney.

Voting may be conducted by show of hands or poll.

The address and telephone number of each office at which a

register of TOWER securities is kept is set out in the directory.

Substantial security holders

The names and holdings of TOWER’s substantial security holders

based on notices filed with TOWER under the Securities Markets

Act 1988 as at 30 November 2014 are:

NAME

NUMBER OF ORDINARY

SHARES

Accident Compensation Corporation 14,997,893

AMP Capital Investors (NZ) Limited 14,037,959

Devon Funds Management Limited 22,675,671

Harbour Asset Management 12,794,017

New Zealand Superannuation Fund 9,547,714

Salt Funds Management Limited 13,605,245

Westpac Banking Corporation 15,920,483

Principal shareholders

The names and holdings of the 20 largest registered TOWER

shareholders as at 30 November 2014 are: NAME TOTAL %

1 BNP Paribas Nominees (NZ) Limited 21,819,318 12.42

2 Accident Compensation Corporation 14,868,654 8.46

3 Citibank Nominees (New Zealand) Limited 10,063,919 5.73

4New Zealand Superannuation Fund Nominees Limited 9,789,367 5.57

5 Westpac NZ Shares 2002 Wholesale Trust 9,526,969 5.42

6 TEA Custodians Limited 7,231,207 4.11

7 HSBC Nominees (New Zealand) Limited 5,947,147 3.38

8 JPMorgan Chase Bank NA NZ Branch 4,938,502 2.81

9 National Nominees Limited 3,713,852 2.11

10 BT NZ Unit Trust Nominees Limited 3,664,450 2.09

11 BNP Paribas Nominees (NZ) Limited 3,447,086 1.96

12 HSBC Custody Nominees (Australia) Limited 2,599,464 1.48

13 JP Morgan Nominees Australia Limited 1,874,329 1.07

14 Citicorp Nominees Pty Limited 1,801,605 1.03

15 BNP Paribas Noms Pty Limited 1,800,029 1.02

16 JBWere (NZ) Nominees Limited 1,691,008 0.96

17HSBC Nominees (New Zealand) Limited A/C State Street 1,643,266 0.94

18 National Nominees New Zealand Limited 1,576,024 0.90

19 Investment Custodial Services Limited 1,315,811 0.75

20 FNZ Custodians Limited 1,276,398 0.73

TOWER Limited Shareholder Statistics (as at 30 November 2014)

HOLDING RANGEHOLDER

COUNTHOLDER

COUNT %HOLDING

QUANTITY

HOLDING QUANTITY

%

1 to 1,000 22,107 75.61 9,199,182 5.23

1,001 to 5,000 5,259 17.99 10,715,428 6.1

5,001 to 10,000 899 3.07 6,509,845 3.7

10,001 to 100,000 899 3.07 22,341,387 12.71

100,001 to 9,999,999,999,999 74 0.25 126,983,607 72.25

Total 29,238 99.99 175,749,449 99.99

Other matters

Limits on acquisition of securities under New Zealand law

TOWER undertook to the ASX, at the time it granted TOWER a full

listing (July 2002), to include the following information in its annual

report. Except for the limitations detailed below, TOWER securities

are freely transferable under New Zealand law.

The New Zealand Takeovers’ Code imposes a general rule by

which an acquisition of more than 20% of the voting rights in

TOWER or an increase of an existing holding to 20% or more

can only occur in certain permitted ways. These include a full or

partial takeover offer in accordance with the Takeovers Code, an

acquisition or an allotment approved by an ordinary resolution of

shareholders, a creeping acquisition (in defined circumstances)

and a compulsory acquisition once a shareholder owns or controls

90% or more of the voting rights in TOWER.

The New Zealand Overseas Investment Act and related regulations

determine certain investments in New Zealand by overseas

persons. Generally the Overseas Investment Office’s consent

is required if an ‘overseas person’ acquires TOWER shares or

an interest in TOWER shares of 25% or more of the shares on

issue or, if the overseas person already holds 25% or more, the

acquisition increases that holding.

The New Zealand Commerce Act is likely to prevent a person from

acquiring TOWER shares if the acquisition would or would be likely

to, substantially lessen competition in a market.

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Corporations Act 2001 (Australia)

TOWER is not subject to Chapters 6, 6A, 6B or 6C of the

Corporations Act 2001 (Australia) dealing with the acquisition of

shares (such as substantial holdings and takeovers).

Waivers

New Zealand

On 4 September 2014, NZX Regulation approved TOWER’s

application for a determination under Appendix 2 of the NZX Main

Board Listing Rules (Listing Rules).

The application for determination was sought in respect of

TOWER’s scheme for the cancellation of shares, under which

shareholders holding less than the minimum holding would have

their shares cancelled by TOWER and the proceeds paid to them

on 12 September 2014.

Under Appendix 2 of the Listing Rules, the relevant minimum

holding for shares with a market price exceeding $1.00 but not

exceeding $2.00 is 200 shares. The relevant minimum holding for

shares with a market price exceeding $2.00 but not exceeding

$5.00 is 100 shares.

At 27 May 2014 a minimum holding was 200 shares, as the

share price was below $2.00. On 26 August 2014 the share

price moved above $2.00. TOWER sought a determination from

NZX that it may treat the minimum holding as 200 shares for the

purpose of the scheme, notwithstanding that the share price may

exceed $2.00 at the date of cancellation of the shares (being

12 September 2014).

NZX determined that the minimum holding was 200 shares for the

purposes of the scheme on the conditions that:

� TOWER would immediately announce the implications of the

decision to the market

� TOWER’s share price would not exceed $5.00 on 12 September

2014

� The determination would not apply if the information provided by

TOWER ceased to be accurate.

TOWER complied with all of these conditions.

Australia

On 12 December 2013, ASX granted TOWER a waiver from ASX

Listing Rule 14.5. That rule requires that an entity with directors

must hold an election of directors each year. The waiver permitted

TOWER not to hold an election of directors in the 2014 calendar

year, on the conditions that:

� All persons who were directors of TOWER before the 2014

Annual Shareholders’ Meeting and who would not be eligible

to retain office without re-election beyond any date before the

2014 Annual Shareholders’ Meeting, ceased to hold office no

later than the end of the 2014 Annual Shareholders’ Meeting

� No person had nominated as a candidate for election a director

within the relevant minimum time period before the 2014 Annual

Shareholders’ Meeting

� The notice of the 2014 Annual Shareholders’ Meeting stated

the reason no election of directors was being held during the

calendar year 2014.

ASX granted the waiver because it was satisfied that it did not

undermine the principle of shareholder democracy where no

director who would otherwise have to seek re-election at the

Annual Shareholders’ Meeting will hold office after the Annual

Shareholders’ Meeting, and there were no other candidates.

On 27 May 2014 ASX granted TOWER a waiver from ASX Listing

Rule 15.13, which provides that an entity’s constitution must not

permit divestment of holdings that are less than a marketable

parcel unless the holding has become less than a marketable

parcel due to market movements, or the holding, when created,

was less than a marketable parcel. The waiver allowed TOWER

to divest shareholdings of less than a minimum holding and was

granted on the basis that the TOWER’s constitution complies

with the NZX Listing Rules, and investors were aware of the

constitution’s provisions.

The Annual Report is signed on behalf of the Board by

Michael Stiassny David Hancock

Chairman Executive Director


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TOWER Directory

Board of DirectorsMichael Stiassny (Chairman) David Hancock (CEO) Rebecca Dee-Bradbury Steve Smith John Spencer CNZM Graham Stuart

Chief Financial Officer and Company Secretarial Michael Boggs

Executive leadership team David Hancock (CEO) Michael Boggs (CFO) Andrew Diver Vanessa Dudley Mark Savage Glenys Talivai

Registered OfficeNew ZealandLevel 14 TOWER Centre 45 Queen Street PO Box 90347 Auckland

Telephone: +64 9 369 2000 Facsimile: +64 9 369 2160

AustraliaC/- PricewaterhouseCoopers Nominees (N.S.W) Pty Ltd PricewaterhouseCoopers Darling Park Tower 2 Level 1 201 Sussex Street Sydney NSW 2000 Australia

AuditorPricewaterhouseCoopers

BankerWestpac New Zealand Limited

SolicitorDLA Phillips Fox

Company numbersTOWER Limited (Incorporated in New Zealand)

NZ Incorporation 979635 NZBN 9429 0374 84576 ARBN 088 481 234

Stock exchangesThe Company’s ordinary shares are listed on the NZSX and the ASX.

RegistrarNew Zealand Computershare Investor Services Limited Level 2, 159 Hurstmere Road, Takapuna, Auckland Private Bag 92119 Auckland 1142

Freephone within New Zealand: 0800 222 065 Telephone New Zealand: +64 9 488 8777 Facsimile New Zealand: +64 9 488 8787

Australia (TOWER Limited Shareholders)Computershare Investor Services Pty Limited Yarra Falls, 452 Johnston Street Abbotsford VIC 3067 GPO Box 3329 Melbourne Vic 3000

Freephone within Australia: 1800 501 366 Telephone Australia: +61 3 9415 4083 Facsimile Australia: +61 3 9473 2500 Email: [email protected]

Website: www.investorcentre.com/nz

You can also manage your holdings electronically by using Computershare’s secure website www.investorcentre.com/nz

This website enables holders to view balances, change addresses, view payment and tax information and update payment instruction and report options.

TOWER recommends shareholders elect to have any payments direct credited to their nominated bank account in New Zealand or Australia to minimise the risk of fraud and misplacement of cheques.

Please quote your CSN number or shareholder number when contacting Computershare.

EnquiriesFor customer enquiries, call TOWER on 0800 808 808 or visit www.tower.co.nz

For investor enquiries: Julia Belk Head of Capital & Investor Relations Telephone: +64 9 925 0034 Email: [email protected] Website: www.tower.co.nz

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Registrar

Computershare Investor Services Limited Freephone within New Zealand: 0800 222 065 Telephone New Zealand: +64 9 488 8777 Freephone within Australia: 1800 501 366 Telephone Australia: +61 3 9415 4083 Facsimile Australia: +61 3 9473 2500 Email: [email protected] Website: www.investorcentre.com/nz

TOWER Limited and Investor Relations

Julia Belk Head of Capital & Investor Relations Telephone: +64 9 925 0034 Email: [email protected] Website: www.tower.co.nzF

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